The lies year-end fundraising told you (and 5 ways to care for yourself this time of year)!

By April Walker, nonprofit executive leader

… in a year as tumultuous as this one, give yourself a break.

Fundraiser, tell me, have you smiled today? With so much to accomplish in the final few weeks of the year, I am willing to bet your self-care has gone out the window. For those of us who may feel battered and bruised due to the repeated blows 2020 dealt, the pressure of year-end fundraising can take our exhaustion and stress to new heights. We have volunteers to thank, dollars to raise, and donations to process.

Best case scenario, you have a collaborative team and a robust donor pipeline.

More likely, you are understaffed, wearing multiple hats, and reeling from whiplash, from 2020’s twists and turns.

And then there is the fact that year-end fundraising is busy by design. Our tax codes have guaranteed as much, and our donors know it too. I spoke to one donor who received 150 emails on Giving Tuesday alone. Evidence of our feverish and steadfast impact perhaps, but also a humbling reminder that the system we operate within, though well intentioned, often pits us against one another and creates busy work that could yield little to no return.

So as Dec. 31 approaches, I am increasingly convinced that year-end fundraising is a lie. Not a falsehood at its core, but an untruth in that it requires something extraordinarily different to succeed. Of course, I know the popular and widely touted stats — at least 31% of all giving occurs in the month of December and 12% specifically occurs in the last three days of the year.

But while we may increase the cadence and urgency of our appeals or resort to stalking the mailman with hopes that he is carrying checks in tow, we are nonetheless still writing, engaging, developing, and soliciting. These are the same functions we carry out January through November. I see little to gain from living in frantic anticipation of the clock striking midnight on New Year’s Day. We know this, and we do this. We can and should breathe and relax through it.

So sure, the pace of year-end fundraising can be intense, but I invite you to join me in striding through the remainder of the year. Whether your campaign launched later than hoped or if you are on pace to exceed your goals, in a year as tumultuous as this one, give yourself a break. Burnout is all too prevalent in our field. Year-end fundraising does not have to be something we simply survive and endure. We all deserve to slow down and trade our stress for serenity.

5 self-care tips to navigate your year-end fundraising woes

1. Clear your mind.

Your clarity of mind is your greatest asset. Staying crystal clear about what you do is the best fundraising strategy of them all. Remember: You facilitate change. You advocate for those in need. You build bridges to the equitable world that we want to live in.

Chasing dollars alone is short-sighted. Our work is relational, and our humanity needs to remain centerstage.

2. Trust your instincts.

Your inbox is undoubtedly clogged by a barrage of experts offering “10 Email Templates to Boost Year-End Fundraising” or “5 Must-Read Tips to Maximize Year-End Support.” While there may be some gems inside, there is no better time to trust your gut. Rely on what you know to be true about your donors and about your mission. Pick only what you need and stay the course.

3. Find a community of fundraisers who speak your language.

You do not need to draft your appeal or design your marketing campaigns in a silo. If you have cultivated a community of fundraisers, check on them. Bounce around ideas and celebrate their fortitude, not their fundraising progress. Be generous with your ideas and strategies.

If you do not yet have a tribe, consider building one! Someone somewhere could benefit from your partnership and collaboration.

4. Know you have done well.

Surely the plans you made for 2020 were established pre-pandemic, in a world that barely resembles where we reside in now. We can all add “adept at fundraising in a pandemic” to our resume. That, alone, is a new skill. Be proud that we’ve developed new fundraising muscles that will need to be flexed for the foreseeable future.

5. Treat self-care as resistance.

In this final stretch of the year, let the dollars roll in as they may. Continue speaking the abundant language of gratitude. Continue unleashing the power of philanthropy as best as you know how.

The mere notion of Black and Brown people taking a reprieve is revolutionary.

Remember that you are as deserving of advocacy, rest, and support as the people you are on the philanthropic front lines working hard for. Do not forego your lunch hour, be intentional about the media you consume, and try to get plenty of rest.

Especially in this year, self-care is not prescriptive. Whether you choose yoga, hot baths, buying a Peloton, or eating a double cheeseburger, know that caring for yourself first and foremost will best guide you through checking items off your to-do list.

The hours until Dec. 31 are finite and fleeting. What is lasting is how you show up for yourself and the way you treat yourself with kindness, respect, and love. Year-end fundraising does not need to be a rat race. It need not be a vicious cycle of desperate appeals and transactional communication. It is of equal if not greater importance that we take the time to ask donors about their holiday plans and extend gratitude to our colleagues, especially those keeping programs and services afloat in the midst of a global pandemic.

As the beloved Toni Morrison taught us, “You are not the work you do. You are the person you are.” In this final stretch of the year, let the dollars roll in as they may. Continue speaking the abundant language of gratitude. Continue unleashing the power of philanthropy as best as you know how. Do not diminish or narrow your impact, success, and capabilities to what occurs between now and Dec. 31.

Year-end fundraising stands on the groundwork you laid throughout the year. So, if you made it this far, welcome to the finish line.

April Walker

April Walker

April Walker (she/her) is nonprofit leader and fundraising professional. Her career in philanthropy spans seven years and includes fundraising, consulting, and grantmaking positions at the American Heart Association, the Boys & Girls Clubs of Chicago, CCS Fundraising, VNA Foundation, and Iris Krieg & Associates, a Chicago-based philanthropic advisory firm. Born and raised in Baltimore, April’s background in social service administration informs her commitment to advancing philanthropy rooted in racial equity and social justice. She currently serves as chief development officer for a workforce development nonprofit in Cleveland, Ohio and is a member of the Association of Fundraising Professionals Greater Cleveland Chapter. She also serves on the boards of Progressive Arts Alliance and the Akron Community Foundation’s Gay Community Endowment Fund. Connect with her via LinkedIn or by email.

Ho ho holy silent dark night of the soul: On Christian foundations and how they maintain power through wealth distribution

By Nancy Slavin, development and grants officer

A good Christian foundation is also hard to find.

I might as well start this essay about Christian foundations with a confession: I am pretty darn uncomfortable working as a fundraiser at religiously-affiliated nonprofit.

For most of my 20+-year career in nonprofits, I have been a violence-prevention educator, mostly for a private, rural, feminist organization. I spent years facilitating groups and trainings about the dynamics of domestic violence and intersectional oppression in order to prevent interpersonal harm and public bullying.

So, while working full-time as a fundraising professional is new to me, I do know a lot about the nuances of power and control. And frankly, nonprofits look to me like a wife who can’t escape a toxic marriage. The husband in question: Christian foundations.

I remember hearing the story from a client about a violent man who, with his left hand, held his marriage certificate over his wife’s head while he pressed his right forearm against her neck. Her back was literally against the wall as he reminded her, with a growl, of her “Christian duty to obey” him. That story sticks with me not only because of the physical pain and emotional terror, but also the spiritual violence: the act of using her religion against her to justify his assertion of power and control.

I’d posit that nonprofits are in a relationship with similar dynamics when it comes to private foundations. Not all foundations, mind you, just like how not all people in relationships choose abuse, but we are, indeed, talking about choices here. And while, yes, we as fundraisers can choose foundations, the saying does go: “A good man is hard to find.”

A good Christian foundation is also hard to find.

And unfortunately, we nonprofits often have our backs against the wall, with foundations who hold all the power pressing their will against our necks.

Importantly, just like with domestic violence, the nonprofits that live most on the margins — that is, those led and populated by Black, Indigenous, people of color, as well as disabled, queer, poor, young adults, and immigrants — are most likely to be ignored, shut out of, not helped by, and disbelieved by ‘the system.’

Police, district attorneys, and child welfare workers often overlook and judge individuals who do not ‘look’ or ‘act’ like victims of domestic violence. Likewise, research shows that foundations overlook, deny, or make restrictions on funds for BIPOC-led nonprofits.

Empowerment and empathy instead of power and control

If you are a Christian foundation trustee or grants manager, it is high time to reckon with your personal gods and look at what choices you make in relationships with your grantees.

When it comes to power and control, those with the most power have the most onus to change their behavior, policies, and system. I’d argue that of all categories of foundations, Christian foundations have the most work to do.

People who use power and control in their relationships often seem to be taking notes from the same playbook (here’s a wheel that sections out most of their ploys). Using religion in this way, Christianity specifically, is a form of emotional abuse. This kind of power and control is most ironic coming from a religion stemming from Jesus Christ, a radical servant who gave up his material possessions, and who said, “I was a stranger and you did not invite me in, I needed clothes and you did not clothe me, I was sick and in prison and you did not look after me” (Matthew 25:43).

I realize that we nonprofits could simply choose not to apply to religion-based foundations and opt out of this system, but this avoidant solution does nothing to change the system.

In my former job, I used to facilitate an activity in response to the age-old question: “Why doesn’t she just leave?”

I’d say, “Okay, let’s discuss why she doesn’t just leave — give me some answers to that question; however, you may only use words that begin with the letter F.”

Participants would think for a while, and then the brainstorm would begin.

“Fear,” someone would say, and others, catching on, would blurt out, “family,” and “friends.”

“Well, done,” I’d say, encouraging the group. “And what else?”

More thoughtfulness, more searching. “Finances,” someone would say, and then, “faith,” and finally, “fatigue.”

“See,” I’d say. “You came up with all of those reasons, most of which aren’t even based around physical violence, but all of which keep her from leaving.”

Solutions are a balance of reflection and action

What would Jesus do? Would he stand by and wait for people to finish their hand-wringing while his beloveds fall off a cliff and die of pandemics at disproportionate rates? Or would he call the hand-wringers into deeper love and quicker action?

Honestly, between my atheist-Jewish father and my Lutheran mother, I grew up in a vortex of religion. Our traditions had to do far more with food and family than with scripture or services. Our mom did ‘make’ me and my siblings go to a Christian confirmation school, but most of what I remember from that junior high era are my friends’ bat and bar mitzvahs, because they involved dancing.

Little did I know back then, our government, which purportedly believed in the separation between church and state, passed laws that allowed even religion-based foundations to become lawful tax shelters through The Tax Reform Act of 1981.

If you are a Christian foundation trustee or grants manager, it is high time to reckon with your personal gods and look at what choices you make in relationships with your grantees. How does fear get mixed up with faith? How does fatigue keep us from being friends? Can you look at how your God-given gift of free will can be used in honor of your savior, the one who gave up all his material gifts, to be in service to God’s love?

All organizations, nonprofits, and foundations alike, have to reckon in this moment with our historical accumulations of wealth. There are few American organizations that have acquired their money without exploitation, oppression, and genocide. Even though recent U.S. democratic processes can give us hope, those histories of power and control are still not reconciled. Relationships built on power and control can heal if those who have the most power learn to give it up by choice.

I am calling Christian foundation people and donors in — because people who generally got their wealth off the genocide of Indigenous people, the labor of Black, Brown, and immigrant people, and the extraction of resources from Mother Earth — these people are the very ones who need to have their come-to-Jesus moment sooner, faster, and better.

Many Christian-based groups, like Jesuits West, for example, are showing their love and faith by doing acts of justice in public. But are the private foundations affiliated with those religious groups doing the same kinds of actions? How are you building toolkits, ease of access, and transparency into your foundation to help your donors and grant seekers alike?

There are so many things you can do.

For starters, you can open up and make public your application processes. You can reimagine how Jesus would feed the five-thousand these days. (I’m guessing it wouldn’t be with a closed, privatized application process for which you only invite in selected grantees.)

You don’t have to wait for the government to tell you to release emergency funds, and you don’t have to give out only the mandated 5 percent. By-laws can be amended and models of other foundations paying down their endowments already exist.

I know the counter-argument to spending down endowments is there won’t be enough funds to address future problems — however, have you looked outside?

We do not have a lot of time to get to true equity. The West is on fire, the Gulf Coast is sinking underwater, and the ice shelves are melting at a rate as fast as you can say donor advised funds.

The very people most nonprofits serve are the people most affected by climate change and social inequity. What would Jesus do? Would he stand by and wait for people to finish their hand-wringing while his beloveds fall off a cliff and die of pandemics at disproportionate rates? Or would he call the hand-wringers into deeper love and quicker action?

I had to quit watching “The Handmaid’s Tale” in season one

We can, as the Jesuits say, think about another Latin term, cura personalis. Care for the whole person and listen deeply to people most impacted by inequity and violence.

I’m not living in a hole. I realize a number of purportedly Christian foundations actually support total power and control. I also realize many Christian-identifying donors have specific beliefs that are antithetical to equity.

I had the unfortunate experience of fielding a donor call from a longtime supporter of our nonprofit who said we were “almost promoting” LGBTQIA2S+ individuals and listening too much to the youth of today. She was not interested in hearing about the violence of her choices — she hung up on me and withdrew her funds.

To my organization’s credit, we moved right on by, but I’m not going to tell you that phone call didn’t sting my heart, the heart with which Jesus asks me to love unconditionally. In that moment, I felt heartbroken by power and control. My back was against the wall.

But, I can assure you, based on experience from my years working in domestic violence: If we release our power and control over wealth and the barriers to access it, we simultaneously let go of the shame of our history and our past sins of violence. By acknowledging harm through accountability and reparations, we can be bold, brave leaders in the name of a Christ, who lived simply, who washed the feet of his disciples to demonstrate his humility, and who understood that the word obey comes from the Latin oboedīre, which means “to listen to.”

We can, as the Jesuits say, think about another Latin term, cura personalis. Care for the whole person and listen deeply to people most impacted by inequity and violence.

Back at the women’s center, I maintained that our goal should be to work ourselves out of a job, into a full-service healing spa — because once the community comes together in a collaborative, coordinated way, the violence will dissipate. There are ways to have authentic, healthy relationships without power and control; I have always believed the wheel of equality is possible. I still believe Earth can exist as it is in heaven. In the name of “MY GOD,” we can choose to live not in domestic violence but in domestic vibrance. Peace be with you, happy holidays, and have a very merry Christmas.

Nancy Slavin

Nancy Slavin

Nancy Slavin (she/her) is a writer, editor, poet, mom, spouse, and GenXer. Not necessarily in that order. She was a longtime rural community college English and writing instructor as well as a violence-prevention and anti-oppression educator. She now works in development for a mid-size nonprofit. You can find more of her writing at nancyslavin.com, on Twitter at @nancyslavin1, and on Instagram at @nancyslavin1.

Is your diversity plan going nowhere fast? Here are the 4 reasons why

By Christine Bariahtaris, consulting prospect researcher and writer

Diversity plans are hard, and they should be. But we’re making them impossible

If you’re hoping for a brighter 2021, we need to have an honest talk about your diversity plan. Spoiler alert — it’s not going as well as you think.

I’m telling you this as a prospect researcher, the person whose professional goal is to make fundraising folx confront reality. Diversity plans are hard, and they should be. But we’re making them impossible.

This isn’t a new issue. When I joined my first nonprofit in 2014, increasing diversity was already a stated priority.

We didn’t make much progress though, which I chalked up to my inexperience.

But it happened at my next job, and then again at the next job. And I tried many methods to make headway, from creative sourcing to custom predictive modeling.

Six years, three nonprofits, and three sectors later, I can report that I had the same experience across the board. Each organization recognized that diversity and inclusion was important to the mission and was sincere in its intentions, but progress moved at a snail’s pace.

This year has made me think harder about why these projects have had the same difficulty. As the root of the donor cycle, I was able to watch the movement of diverse prospects through a pipeline from the beginning. I spent some time examining the data of my own experience, and I’ve concluded that, most often, fundraisers are getting in their own way.

There are many knee-jerk reactions and entrenched behaviors that we, as an industry, need to examine and resolve. From a researcher’s perspective, these are the four biggest obstacles to prepare for when you’re ready to start the practical work of DEI (diversity, equity, and inclusion).

1. Inertia

One of the hardest parts of a DEI project is just starting. It’s a huge undertaking requiring resources and, most importantly, time. I have never met a fundraiser who felt like they had enough time in the day. Taking on any new project adds to the stress, but the magnitude of DEI work almost causes paralysis. In my case, I noticed that our inability to get started could morph into a notion that we were having trouble finding diverse donors.

Diverse donors are actually out there — and they’re not even hard to find!

Researchers have many existing tools to get DEI work started. Many financial publications and advocacy groups compile lists of diverse individuals and businesses making their mark, findable with a quick Google search. These have become even better in the wake of this summer’s protests against police brutality. High-end tools such as LexisNexis and D&B Hoovers contain searchable indexes relevant to DEI work. It might require a little more time to get creative with sourcing, but nothing extravagant.

After that, the qualification process is the same as with any prospect. Researchers should make sure they are familiar with these sources and call upon them regularly.

This is where you can — and should — ask your prospect researchers to take on a large amount of work for your organization. Frontline fundraisers may be able to source a few individuals, but they simply do not have time to do the legwork to radically diversify a donor pipeline. If prospect researchers are proactively bringing diverse donors up for review, DEI work will get off the ground much more quickly.

2. Narrow standards

There is a certain calculus to adding a prospect to a gift officer’s portfolio. The prospect needs to be good for the organization, but also worth the effort for a fundraiser trying to hit their yearly goal. Unfortunately, this balancing act can get in the way of diversity and inclusion.

Nothing in my life has been more illustrative of the economic realities of systemic racism than working as a prospect researcher, mired in finances. We often talk about “time, talent, and treasure” as if they’re of equal weight, but we know that treasure always tips the scales. And BIPOC donors will always lose to white donors on treasure. With more nonprofits looking into predictive modeling, this comparison has the potential to become truly insidious. Predictive models only use the information that already exists in a database. If a nonprofit has very few BIPOC donors, the model will reinforce the idea that diverse donors are not a first choice for a fundraiser’s portfolio.

I wish the diversity training I had attended had a module on economics. Fundraising provides experiential education on finances, but usually only in the communities that strongly support our organizations. It is imperative that both researchers and frontline fundraisers also be educated on the financial impact of systemic racism. Researchers must be able to speak about what wealth looks like in non-white communities in their organization’s area of impact. Portfolio managers need to be open-minded, since there is no financial equity in measuring a prospect from a diverse community by white donor standards. Until broad economic reforms exist at the national level, the task of leveling the playing field falls to us.

3. Tokenism

Diversifying the board was a priority at every organization in my career so far — an important goal plagued by tokenism. I have noticed an assumption that BIPOC board members are the magic key to opening doors to their communities. Nonprofits channel massive energy into finding one or two candidates per BIPOC bucket, ask them to invest time and invite their friends, and wait for the results.

It’s akin to a “trickle-down” approach to diversification. And tokenism isn’t just an ethical issue — it does not work.

I have not seen major community support take root from any board appointment. Tokenism also is not subtle. A diversity candidate will recognize the situation for what it is. If they become rightly frustrated and leave, the nonprofit has possibly lost its only foot in the door with a community. It is extremely short-term thinking.

It is difficult to change this mentality, since board candidates are often sourced by leadership or existing board members. Most of the time, I was not asked for input, just to write a profile. I bring up tokenism because it reinforces how important it is to successfully integrate diverse donors into your regular pipeline, and that will take a massive group effort within your staff. Community support should come first because it is stronger and healthier for the pipeline in the long-term. With a strong base, the organization should be spoiled for candidates. That is the problem you want to have.

4. Metrics

As a researcher, I like data. I believe that data helps us make better decisions and design better processes. Therefore, I am an advocate of assigning DEI metrics to fundraisers. Any new metric has also usually been my least popular proposal to colleagues. As I said earlier, fundraisers are already under pressure. Adding a new measure of success can feel onerous. I am sympathetic — to a point.

I firmly believe that you measure what you care about. We measure our quarterly and yearly goals. Many teams assign a yearly goal to individual fundraisers with their input. We measure the effectiveness of our programs. If these metrics were not important, we would not publish them on our websites and in our annual reports. It stands to reason that, if diversity and inclusion is a major priority, an organization should measure its efforts. If you have prospect researchers on staff, you have a team that is able to track these measurements in development.

Be willing to assign DEI metrics with teeth. It is not possible to do all of the other work well if you have no idea if you’re on the right track. It’s like hunting for treasure without a map. And be prepared to feel uncomfortable. There is safety in not measuring this work, because then no one can prove the organization is not succeeding — or worse, not trying hard enough — in achieving change. It is the single biggest thing I wish I had pushed for more in my career so far.

 

We’re out of excuses. We have the tools to accomplish this task. The fundraising industry has to stop talking about how much we care about diversity and start proving that we do. We have to put our words into action. We have to shake up our portfolios even if it comes at a temporary cost. We have to engage with whole communities and not a handful of donors approved by our gatekeepers. And we have to show the receipts. This is no longer a matter of “can’t,” but “won’t.” And if you won’t? We’re all going to know why.

Christine Bariahtaris

Christine Bariahtaris

Christine Bariahtaris (she/her) is a consulting prospect researcher and writer in West Hartford, Connecticut. She has a special interest in helping small nonprofits access research resources and develop good data practices. In her free time, she is an avid gamer and knitter. She writes about her amateur genealogy work and family history at www.heartscrapsblog.com. Pictures of her very cute dog (and sometimes food) can be found on Instagram at @cbariahtaris. She’s still learning to Twitter at @CEBariWrites.

5 data-driven ways to bridge the culture gap between staff and board

By Meenakshi Das, fundraising analytics consultant

Let me ask you a question — have you ever considered what your ultimate criteria is, to confirm that your board is perfectly on the same page as you?

Have you ever felt disconnected from your board? Maybe over that fall campaign planning? Or the end of year appeals? Or general COVID fundraising practices?

I think we all know the answer already. Yet, as a consultant, sometimes I eagerly await to work for those Nonprofits that have a balanced alignment with their Board. For most of my clients this year, there’s been such a need to deliberately use available research tools to bridge the gap between staff and the board.

This gap — which has widened recently thanks to our common enemy: 2020 — has threatened the success of potential campaign planning, virtual fall events, and has prevented many paused campaigns from restarting. So, this year I had to be more creative when using research tools to establish the outcomes of an engaged staff.

Let me ask you a question — have you ever considered what your ultimate criteria is, to confirm that your board is perfectly on the same page as you? Is it when they say yes to everything instead of no? Or is it when they completely restrict themselves to pure governance duties and stop all micromanagement?

To me, a functioning, symbiotic relationship between the staff and board is one where each party effectively communicates their needs and challenges, and then there’s trust for both to move forward based on healthy discussion.

Here’s how I helped my client to achieve harmony with their board.

… as consultants, our job is to teach fishing and not just how to catch the fish

In late August this year my firm started on a new engagement with a mid-size theatre in the U.S. Midwest. The development team was about seven people. They were previously a bigger team with volunteers across various leadership roles, but unfortunately the theatre furloughed many of their staff in the last year.

My firm’s engagement with the theatre helped the development team assess if they should move forward with their spring 2021 major giving campaign. The staff believed they would not be able to, as there were more possible staff cuts, and the board, many of whom were relatively new additions from the last 2 to 3 years, firmly believed that they could and should move forward.

So, we set up our “equipment” — donor surveys, affinity analysis, top donor interviews, and more, routine steps in the feasibility study.

An additional component of staff assessment was specially added, because something was pretty obvious even before the engagement kick-off call.

There was a misalignment between expectations of staff and expectations of board members.

Realizing that, as consultants, our job is to teach fishing and not just how to catch the fish (especially in this climate when every organization’s budget for an external consultant is probably already cautious), we facilitated a “rinse and repeat” plan of the following 5 ways.

(Remember, these ways are intended to facilitate better communication between you and your Board.)

1. Create and set up an inclusive and directional staff scoring system

With the theatre, we designed a data-driven approach to managing staff engagement. While the theatre did have yearly staff reviews, COVID and staff shortage, in general, had caused their team to skip this critical step altogether in the last year.

We think it’s important to track staff engagement. One way that is not as labor intensive for all involved is to use an organization’s existing annual performance review, bit revamp it, doing so deliberately. This then becomes an annual staff survey, rather than a performance review. Here are some broad areas we often include in our review surveys:

  • Current job roles and responsibilities
  • Expected responsibilities in the current role
  • Overall experience in the fundraising industry
  • Needs to become more successful in the role
  • Past promotions and future growth opportunities
  • Affinity towards the organization’s mission
  • DEIA (Diversity, Equity, Inclusion, and Accessibility) in the workplace
  • Donor relations and responsibilities, including dollars raised so far
  • COVID-19’s impact on work
  • Interest in making philanthropic giving towards your mission
  • Social impact as seen by staff
  • Professional development opportunities
  • Ways in which the team uses social media for professional purposes
  • Interest in ways to stay connected within the team

Data like this also needs to be interpreted, right?

What can be done is, based on this data and the staff data from the database (e.g., joining date, past performance data, and more), a scoring system on each staff member’s engagement can be developed.

Note: Scores are only directional, meant to initiate a process for team celebration, and in no way are the only criteria for compensatory things, like future bonuses. Scores should be designed to encourage dialogue among the staff, leadership, and the board.

2. Develop new board member orientation packet

When an organization has many new board members, like the theatre did, it is essential to acknowledge the need for a more structured onboarding process than merely having the CEO take the board out for lunch, followed by a full board meeting.

Leadership, current board members, the development staff, and others should come together to design “welcome packets” that have detailed expectations, responsibilities, and resources for the new board member to learn and leverage knowledge from.

When this is done, two things are achieved:

  • It brings at least two different lenses to the expectations of board role
  • The expectations for board members are documented in a way that reflects the “why” behind the expectations.

3. Send out up a 5-question staff check-in survey per quarter

One reason for the disconnect between the theatre’s staff and board were the gaps in experience COVID created. With a lack of face-to-face conversations or opportunities to take ‘quick walks’ or have quick chats,’ the disconnect felt broader than usual.

Consider setting up a mechanism of ‘share and listen.’ (And, no, I am not talking about setting up another virtual happy hour on Zoom.) Think about setting up an anonymous quarterly staff check-in survey, with about 10 questions on the challenges faced, the fundraising opportunities there might be, and also what staff might suggest for improvement.

Responses can be collected and sent to leadership, who shares it with the board. (Note that these surveys were anonymous to encourage participation.)

Also, you don’t need to invest in a separate survey software. You can leverage your current tools, whether they be Salesforce or Google Forms, to make this process pretty automated.

4. Bring staff and board together to write job descriptions

Just like we got the theatre team together to create onboarding packets for new board members, we also designed a process around hiring using the input and support of all involved.

Typically, the process of creating a job description is to cut, copy, and paste old job descriptions.

Instead though, consider having the board and some key staff (if not all) talk through what is missing in the team currently and how the team might expand the old job description (if it exists) in order to ultimately articulate the needed expertise from the next member of the team.

This joint effort is also a great way to initiate missing conversations that can later result in mismanaged expectations.

5. Conduct broad ‘organization-wide’ training

By the time our engagement started with the theatre, the U.S. was already seeing a tormenting gap when it comes to equity and justice from within our sector. Like other nonprofits, the theatre also had the best intentions and created a ‘live’ list of resources that they referenced to help make necessary knowledge more accessible.

One issue in such an approach (having a list of books, videos, and movies to learn from about critical diversity and inclusivity issues) is we don’t see it necessarily turning into dialogue. Learning without thoughtful communication can be a dangerous precedent for creating more siloed biases.

Consider setting up organization-wide training with both staff and board that happens at least every quarter, where the whole group can come together with knowledge gained from the resource list or elsewhere — and give space for everyone to talk.

Consider offering various approaches to initiate the conversation around different topics. It’s important to create a path where everyone can get a chance both to hear and speak, in a non-threatening, no follow-up, no action items, no agenda kind of setting — only talking and listening.

We are living in a strange time. An authentic dialogue is a cure to almost everything — whether it is bridging the workplace cultural gap or checking-in on your family members who live far. So, design checkpoints with that spirit in mind, to bring your board members onto the same page without adding a ton of to-do items and a series of recurring Zoom meetings. Be deliberate, specific, and kind. We are in this for the long haul together.

Meenakshi Das

Meenakshi Das

Meenakshi (Meena) Das (she/her/hers) is a fundraising analytics consultant. She specializes in designing survey-based research tools and analyzing engagement. Meena appreciates spending her time outside work as a mentor to immigrants and as pro bono research advisor to small shops. Her two recent favorite projects are working on making data-based research tools more DEIA (Diversity, Equity, Inclusion, and Accessibility) compliant and designing the second season of her podcast “Being and Unbeing an Immigrant” where she wants to bring together the families of immigrants left behind in the home country. Connect with Meena on LinkedIn.

If we’re fighting for our futures, then why do I feel so tired and judged right now?

By Sidra Morgan-Montoya, Portland-based artist and writer 

Morning sunrise photo

The sunrise in Portland, from my window

By letting go of the belief that I am not valuable to my communities unless I extract every ounce of myself for others’ benefit, I have let go of the compulsion to push myself to the point of physical and psychological collapse.

This month, I’ve been watching the sunrise. From my east-facing window, I’ve observed vibrant red and orange fan out from the horizon, lighting clouds from below. I’ve never been an early riser. But something has shifted in me in the past few years.

After an adolescence of endless nights spent working and organizing, neglecting my body’s signs of exhaustion, and after the ensuing depression and self-loathing at my inability to ever do enough to tip the scales toward justice — my definition of enough began to change.

A host of adjustments followed, and these days, I’m sleeping better than I have in my entire life, waking up just in time to see the fall leaves backlit by dawn.

How did I accomplish this?

I’ve heard it said that one aim of liberation is a deeper connection between humanity and the natural world. Waking up to see the sunrise is my version of this.

Really, it’s all the truths from which my ability to see the sunrise follows — sleeping enough, having realistic expectations about my daily capacity, having the privilege to quit my night job, reorganizing my activities around my need for rest.

In other words, I am healing from the internalized capitalism that led me to believe I was ‘deficient.’ (I have actually realized the deficiency never existed in the first place.)

By letting go of the belief that I am not valuable to my communities unless I extract every ounce of myself for others’ benefit, I have let go of the compulsion to push myself to the point of physical and psychological collapse. By letting go of compulsion, I have been able to welcome the sunrise.

There are so many unconscious beliefs we bring to social justice — many of them are ironically internal manifestations of the very systems we seek to dismantle.

But this isn’t a story about personal choice being the path toward wellness; it’s a story about losing the community I’d found in organizing spaces because my body forced me to stop everything. Once I couldn’t keep pace with direct actions and hours-long project planning meetings, there was no way for me to remain a part of the community network that had come to mean so much to me.

Too often, rest and wellness are framed as individual responsibilities rather than tied to systemic inequity, as they should be. Too often, we perpetuate the myth that self-care is an individual task to manage, in the way we conduct progressive spaces.

There are so many unconscious beliefs we bring to social justice — many of them are ironically internal manifestations of the very systems we seek to dismantle.

Yet, beyond these limiting beliefs lay far sweeter things that can nourish us and increase our ability to care for one another in transformative ways. To do so, we need to tend to our internal landscapes, otherwise we will hurt one another, ourselves, and we will miss out on much of the love and creativity to be found in communities of justice.

Here are my offerings to each of our internal worlds — the things we don’t always talk about in justice-oriented spaces but still have tremendous bearing on our time with one another. These are my prayers for our futures together.

 let go of urgency // welcome patience

However, if we want our movements to be sustainable, we need to stop treating our bodies the way oil companies treat the earth.

“There is a pervasive form of contemporary violence to which the idealist most easily succumbs: activism and overwork,” wrote Thomas Merton in his 1966 work, Confessions of a Guilty Bystander.

“The frenzy of our activism neutralizes our work for peace,” he continues. “It destroys our own inner capacity for peace. It destroys the fruitfulness of our own work, because it kills the root of inner wisdom which makes work fruitful.”

Merton’s assessment is as true now as it was at the time of its publishing. The “frenzy of activism” runs rampant in social justice spaces, including the world of nonprofits.

Internalized white supremacist capitalism drives each of us to extract every last bit of our time, energy and life force in the quest for productivity (even when the aim of our efforts is the destruction of capitalism itself). However, if we want our movements to be sustainable, we need to stop treating our bodies the way oil companies treat the earth. Just as we respect the planet’s resources as finite, we need to approach ourselves with the same respect. This means letting go of any sense of urgency that drives you to deplete your internal energetic reserves and letting go of the expectation that others will drive themselves to that point as well.

On a somatic level, letting go of urgency means healing our nervous system.

During moments of crises, we saw tens of thousands of people suddenly join together this summer during the Black Lives Matter uprisings. There were moments of fierce resistance that were inspiring to experience and witness. But without replacing urgency with patience, we also saw the number of people engaged in liberation work gradually decline over time, as the body’s adrenaline depleted. It’s often impossible, long-term, to sustain the reactive fight response that motivates us during crisis.

On the difference between short- and long-term involvement in liberation, bell hooks writes, “Support can be occasional. It can be given and just as easily withdrawn. Solidarity requires sustained, ongoing commitment.”

Long-term solidarity requires each of us to find the rhythms of activity and rest that respect the limitations of our own physical and psychic energies. We need to create a progressive culture in which running our bodies into the ground is not seen as virtuous or as proof that we are more committed to justice than those that are unable or unwilling to self-sacrifice. We need to create spaces that welcome us at the levels of engagement that are realistic and healthy for each of us, without creating formal and informal hierarchies based on who “does the most.”

Unlearning urgency and accepting the paces of our own natural rhythms is a tremendous gift to give ourselves and to one another. If we want our organizing spaces to be more accessible to people with disabilities, working people with families, and anyone with limits on energy and time, we must make room for each of us to come as we are.

let go of judgment // welcome grace

I believe part of the reason we judge one another so harshly is because we are terrified of being judged ourselves.

Within certain progressive communities, judging one another on- and offline has become as reflexive as breathing. It is time to let go of this collective habit.

“Sometimes people who are scared that they aren’t enough become convinced that they can only be big if others are made small,” writes adrienne maree brown.

I see this dynamic in white conservatives who cling to power because they believe it makes them ‘big.’

On a different scale, I also see it in the way progressives have taken to judging and publicly chastising one another for social media and linguistic missteps. This particular kind of call-out serves to enforce a social hierarchy among us, with those performing the call-out getting a boost to their status, becoming ‘big,’ and those being called out facing all manner of social consequences including being ‘made small,’ sometimes to the point of complete ostracization.

I believe part of the reason we judge one another so harshly is because we are terrified of being judged ourselves. We have seen the consequences others have suffered for saying something ignorant (usually online, sometimes many years ago, and sometimes only misconstrued rather than actually betraying ignorance). Understandably, we fear facing the rejection they faced. So we do everything to bolster up our social capital, trying to turn into impenetrable images of perfect organizers and allies to hide the human underneath. Cancelling other people has become an expedient way to do this.

But we don’t build community together by each trying to be the best-spoken, most woke, or best-dressed person in the room. We build it by having the courage to show up as human beings who are willing to connect with each other from a shared space of unknowing. Community is the real springboard for change that serves the collective. To build it, I invite us to let go of judging ourselves and one another for not having the right words or ideas. I invite us to welcome grace and the benefit of the doubt instead.

let go of shame // welcome self-compassion

In contrast, self-compassion allows us to believe we are worthy of love while also holding space for imperfection.

“Building a sustainable social justice movement requires understanding how shame gets weaponized against us from above, within our communities, and within ourselves,” writes Frances Lee.

Marginalized people are burdened with enormous amounts of societal shame around our identities. As we internalize mainstream culture’s projections onto us, shame begins to shape our actions in profound ways that are often beyond our awareness.

Author and sex educator Clementine Morrigan writes, “Shame produces either defensiveness and denial, or compliance and submission. Neither of these lead us toward integrity and transformation.”

Shame activates our nervous system and creates barriers to building community. It triggers a fight or flight response, causing us to become rigid with fear or poised to attack and defend. This is often coupled with an overwhelming impulse to hide some imagined part of ourselves, too afraid to know ourselves, let alone be known by others. Poisoned by a need to atone for being ‘bad,’ the same actions that would draw us closer to others distort into a hall of mirrors for our own ego insecurities. We get stuck in our own woundedness, unavailable to meet one another in community.

In contrast, self-compassion allows us to believe we are worthy of love while also holding space for imperfection. When we let go of the good/bad binary and the shame it inspires, everything transforms. Instead of organizing to prove our goodness, we become free to do good as a natural consequence of our inner being. Nothing to prove, nothing to hide, nothing to atone for —from this space of freedom, creativity and love will flow.

 

In the midst of the COVID-19 pandemic, the consequences of a culture that forces people to ignore their limits are more apparent than ever. My hope is that as we look toward the next few years, we will bring a deepened value of rest, sustainability, and self-compassion to our communities. We need each other, and we need ourselves. It is our responsibility to create a culture of progressive organizing that encourages well-being and connection, because we know that mainstream culture will do the opposite.

There is so much work left to do, but it will still be there while we sleep. And having slept, having risen with the morning light, we will be all the more ready to meet the task at hand with courage, grace and love.

Sidra Morgan-Montoya

Sidra Morgan-Montoya

Sidra Morgan-Montoya (they/them) is a Chicanx multimedia artist working in performance, new media, and community-engaged arts facilitation. Their work considers identity in community, prodding the point at which our inner worlds and material reality touch. They enjoy napping, writing weird riot grrrl ballads, and swaddling tiny dogs in blankets. Their current project, an anti-capitalist satire, can be found at @lifeofpi.nky on Instagram. General creative updates at @selfietheorist.