LESSON 39 – Identify Your Key Assumptions

Welcome to More Lessons From the Nonprofit Boardroom Blog, a 40-week journey through the new book, More Lessons From the Nonprofit Boardroom, by Dan Busby and John Pearson. Each Wednesday, we're featuring a guest writer’s favorite snippet from the week's topic. Ed McDowell is our guest blogger this week for the fourth of five lessons in "Part 10: Building a 24/7 Board Culture.” And during this COVID-19 era, the role of the board becomes even more critical. We pray that your board will have God-honoring wisdom as you spiritually discern next steps.

LESSON 39 OF 40: Identify Your Key Assumptions
An inaccurate premise may lead to a colossal flop!

THE BIG IDEA FROM THE BOOK: In Lesson 39, the authors note that identifying and agreeing on assumptions is critical to effective decision making. Assumptions are critical in dealing with short-term situations and long-term shifts in trends. Making inspirational decisions filled with incredible tactics can lead to a complete miss if the assumptions are wrong. On the other hand, inspirational decisions built on vetted and agreed upon assumptions can create synergy and alignment that build momentum and increase mission effectiveness.   

MY FAVORITE INSIGHTS from Lesson 39, pages 209-216:
On page 216, there are three action steps for the board, followed by a prayer. If you do nothing else with this chapter, pray the prayer as a board and follow the action steps of Allocate, Assess, and Advise. 

MY COLOR COMMENTARY: 

This pandemic season is challenging nearly every assumption every nonprofit has operated on. I am the CEO of a vibrant camp and conference center. We work with groups of people. Large groups of people. Guess what? Nearly every operating assumption we have relied on does not work in this environment.  

We immediately established a new list of assumptions and began updating them every two weeks as we began to learn the scope and depth of COVID-19. Our largest gathering occurs in December during a Christmas festival where 70,000 people come. Guess what? Gatherings like that are not being permitted in our part of the country this year.  

With that reality, we decided we could turn this festival into a drive-through experience, use technology, and, simply by re-examining our assumptions on how to serve our community with the limitations on social gatherings—we could get at this another way. 

We have also adopted the assumption that we will not see 2019 levels of ministry until 2022 at the earliest. The time between now and then is going to be lean, creative, and adaptive. 

Here is the point—aggressively working assumptions can be so helpful in creating a baseline for alignment, decisions, tactics, and communication.  

THIS WEEK’S QUOTES & COMMENTARY BY ED McDOWELL:

ED McDOWELL is the CEO of WBC Ministries in Washington State. Ed also provides consulting to many faith-based nonprofits on board development, CEO growth, and organizational health. 

TO DO TODAY:
• Write down three assumptions that are no longer working. Own the fact that life has moved on.
• Have a meaningful discussion with another leader on the top-three assumptions you need to consider for the next six months.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 39, “Identify Your Key Assumptions.”

 

NEXT WEDNESDAY: On Oct. 7, 2020, watch for the commentary by Steve Macchia on Lesson 40, “You Made Me Better Than I Was. Board experiences should leave all participants better than they were.”

ORDER THE BOOK TODAY!

BULK ORDERS: Click here. For more resources and to download the book's Table of Contents, visit the book's webpage.

LESSON 32 – There Are Two Things You Should Never Joke About—#1 Prayer

Welcome to More Lessons From the Nonprofit Boardroom Blog, a 40-week journey through the new book, More Lessons From the Nonprofit Boardroom, by Dan Busby and John Pearson. Each Wednesday, we're featuring a guest writer’s favorite snippet from the week's topic. Cameron Doolittle is our guest blogger this week for the first of four lessons in "Part 9: Holy Ground and Other Locations.” And during this COVID-19 era, the role of the board becomes even more critical. We pray that your board will have God-honoring wisdom as you spiritually discern next steps.

LESSON 32 OF 40: There Are Two Things You Should Never Joke About—#1 Prayer
“The last one with your thumb up says grace."

THE BIG IDEA FROM THE BOOK: In Lesson 32, the authors note that when boards gather, they have the chance to invite God into the boardroom—unifying the board’s members, superceding the board’s wisdom, and multiplying the board’s impact—through prayer.

MY FAVORITE INSIGHTS from Lesson 32, pages 172-175:
Olan Hendrix, founding president of ECFA, once served as an executive search consultant. One of Olan’s ministry clients declined the candidate Olan thought was perfect. The reason? The candidate “made light of prayer.” The experience helped Olan realize the solemnity of the believer communing with God.

Dan and John encourage boards to “Pray: From the beginning to the end of your board meetings—and spontaneously as issues arise—create a praying culture that demonstrates to all that your boardroom is on holy ground.”

MY COLOR COMMENTARY:

The Most Important Asset on Your Balance Sheet. In my work with global givers, I’ve come to know amazing, wise people. None inspire me more than David, who started Australia’s leading Christian foundation. 

I asked him, “What’s your favorite part of your foundation’s grant application you have grantees fill out?” 

“I ask about their prayer strategy.”

David began his career as an accountant. He says, “The greatest asset on your balance sheet is that the God of the universe, the Creator of everything, is on your side. And He makes His power available to your ministry.”

When We Pray, God’s Working. In Ethiopia, my friend Aychi leads a movement that has seen more than 600,000 people baptized, many coming to Jesus out of Muslim backgrounds. On a budget of less than $1 million a year. 

I asked him the key to their outrageous impact. Without hesitation, he said, “Ordinary people praying in extraordinary ways.”

“What do you mean?”

“Well, when we aren’t praying, we’re working. But when we pray, God’s working. So we pray. We all fast every Wednesday. Every two months, we all fast for an additional three days. And every six months, we fast for an additional three days beyond that. We pray until the impossible happens.”

When Aychi’s ministry wants to reach a new area—you guessed it—they start by taking a group of intercessors there to pray.

We know that ministry fruit only comes when we abide in Jesus (John 15:5), and that abiding happens through prayer. What might God decide to do in our ministries if we, as boards, would model the kind of prayer that we want to see in our ministries?  

THIS WEEK’S QUOTES & COMMENTARY BY CAMERON DOOLITTLE:

CAMERON DOOLITTLE serves as Senior Director at Maclellan Giving Partners and, through Candle LLC, helps givers become more joyful and ministries become more vibrant. Cameron lives in Waco, Texas, where Carolyn and he raise their four children and serve the college students at Antioch Community Church. Cameron holds degrees from Stanford University and UC-Berkeley (JD/MBA).

His career has spanned writing speeches on Capitol Hill, consulting for hundreds of companies through Corporate Executive Board (since acquired by Gartner Group), and launching Jill's House, a ministry for children with special needs. He is the author of Joy Giving: Practical Wisdom from the First Christians and the Global Church. 

TO DO TODAY:
• Ask your CEO what your ministry’s prayer strategy is.
• Ask your CEO for three specific things they’re asking God to do.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 32, “There Are Two Things You Should Never Joke About—#1 Prayer.”

NEXT WEDNESDAY: On Aug. 19, 2020, watch for the commentary by Jos Snoep on Lesson 33, “There Are Two Things You Should Never Joke About—#2: Fundraising. Flippancy about fundraising is never a good substitute for sincerity.”

ORDER THE BOOK TODAY!

BULK ORDERS: Click here. For more resources and to download the book's Table of Contents, visit the book's webpage.

LESSON 16 – Looking for Consensus but Finding Division

Welcome to More Lessons From the Nonprofit Boardroom Blog, a 40-week journey through the new book, More Lessons From the Nonprofit Boardroom, by Dan Busby and John Pearson. Each Wednesday, we're featuring a guest writer’s favorite snippet from the week's topic. Max Wilkins is our guest blogger this week for the fourth of four lessons in "Part 4: Epiphanies in the Boardroom.” And during this COVID-19 crisis, the role of the board becomes even more critical. We pray that your board will have God-honoring wisdom as you spiritually discern next steps.

LESSON 16 OF 40 - Looking for Consensus but Finding Division
Finding consensus on challenging issues requires deft handling and a flexible approach by the board chair.

THE BIG IDEA FROM THE BOOK: In Lesson 16, the authors note that difficult or challenging board decisions are best handled with a consensus-building process. While the tools of voting and Robert’s Rules of Order may be prescribed in the organizational bylaws, an adept board chair can utilize these tools within an open, thoughtful and fair process to enable the board to achieve consensus even in divisive situations. 

A board operating with the right purpose (to honor the Lord), the right people (those with a Kingdom mindset who seek the best for the organization), and the right agenda (including the right timing for challenging issues), in the hands of the right board chair (who is sensitive not only to the Holy Spirit, but also to the individual board members’ thoughts and concerns) can utilize the right approach (tailored creatively to the context and realities of each individual decision) to arrive at this consensus. 

MY FAVORITE INSIGHTS from Lesson 16, pages 91-96: 
• “Consensus is a spirit or sense of the board. It is not a formal action. It is a process that seeks widespread agreement among group members.”
• “There is no single right approach for every agenda item in every meeting. Sometimes, while the board meeting is in progress, the chair will sense the Holy Spirit’s leading—and call a holy time-out. …It may also involve prayer!”
• “Periodically re-visit the consensus-reaching and decision-making processes and make adjustments as necessary.” 

MY COLOR COMMENTARY:
Prior to coming to my current position at TMS Global, I was the Lead Pastor for more than a decade in a large inter-denominational church. The church’s elder board operated on a consensus model. Upon assuming the pastorate of this church, I was told by many leaders in the church world that a consensus model of elder leadership simply would not work in a church of several thousand people. 

The principle concern seemed to be that one person could delay or derail any plans at will, creating stagnation. A “majority rules” approach was typically suggested. Despite these concerns, the church operated well using the consensus model. I believe there were a few key reasons we succeeded: 

• As the authors said, having the right attitude is key. Our elders lived out the sense of Romans 12:18, “As far as it is possible for you, live at peace with everyone.” 
• Having the right people is also critical. Our elders, carefully selected by the congregation, understood that they had to play their “trump cards” selectively and carefully. Non-egocentric leadership is required for a consensus model to flourish.
• The right approach is vital. Making space for prayer, for discernment, for Holy Spirit “interruption” and for each voice to be heard, is far more important than motions, and Robert’s Rules of Order.

In my 11 years with that church, there were only a small handful of times that one elder stood in opposition to the emerging consensus of the group. I remember vividly the final time that happened. The elder who was a hold-out said, “I’m sorry, I know I’m alone in this, but I just have a strong sense in my spirit that this is not the correct action at this time.” 

Our excellent board chair asked us to reflect as a group. “Do you remember the five or six times over the last decade that one member has held out against the group?” We began to recall those few situations out loud. Then the chair asked a critical question: “With the benefit of hindsight, do any of us now believe we arrived at the wrong conclusion in those few situations?” One by one, we all acknowledged that in each case, the lone holdout had prevented us from making a bad decision. Time had shown the wisdom of their positions. 

The key does not lie in the decision-making system itself. Majority rules, Robert’s Rules of Order, a consensus model, or even a unanimity approach can all be used effectively to arrive at decisions. The key is the process by which these tools are used. 

The TMS Global Board votes, and the majority rules. But in the process leading up to a challenging rebrand and name change a few years ago, our spiritually-sensitive board chair sensed that we were going to need consensus for this essential change to be embraced throughout the organization. Thus, she made time repeatedly for Holy Spirit “interruptions,” had numerous pauses for deep times of prayer, and, when consensus seemed to be eluding us, even made a place for brand new ideas to be offered up extremely late in the process. 

As consensus finally began to emerge, she called a stop to discussion and simply stated, “I want to go around the room and ask each person to speak honestly for yourself in response to this question: If we go forward with this plan, can you live with wholeheartedly supporting it?” 


One by one, each member of the board, some while still expressing slight reservations, asserted that yes, they agreed in spirit to support the consensus of the whole. This thoughtful and fair process not only resulted in a broad consensus, it also transformed a potentially divisive and problematic decision into something the entire board celebrated and with great joy presented to the larger community and stakeholders.

THIS WEEK’S QUOTES & COMMENTARY BY MAX WILKINS:

MAX WILKINS is the President/CEO of TMS Global, an inter-denominational global mission agency headquartered in Norcross, Ga. Prior to becoming CEO of TMS Global, Max served as a local church pastor for 30 years, planting and leading churches in Florida and Hawaii. He has also taught and preached in more than 40 countries. Max is married to Dorothy (Dee Dee) and they have two adult children. He recently received a post-doctoral Diploma in Organizational Leadership from Said Business School, Oxford University. He is also a huge fan of all things University of Florida. Go Gators!

TO DO TODAY: 
• Review the process my board uses to arrive at decisions. Is there room for flexibility? Are we working towards decisions or towards consensus?
• Can I think of one tweak to our current board decision-making process that might create a more open, thoughtful and fair process, thus leading to greater buy-in to tough decisions?
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 16, “Looking for Consensus but Finding Division.”

NEXT WEDNESDAY: On April 29, 2020, watch for the commentary by Philip Boom on Lesson 17, “Botched Executive Sessions Are Not Pretty. Don’t assume that your executive sessions will automatically be excellent.”

ORDER THE BOOK TODAY!

BULK ORDERS: Click here. For more resources and to download the book's Table of Contents, visit the book's webpage.

LESSON 15 – Be Intentional About Your First 30 Minutes

Welcome to More Lessons From the Nonprofit Boardroom Blog, a 40-week journey through the new book, More Lessons From the Nonprofit Boardroom, by Dan Busby and John Pearson. Each Wednesday, we're featuring a guest writer’s favorite snippet from the week's topic. David Schmidt is our guest blogger this week for the third of four lessons in "Part 4: Epiphanies in the Boardroom.” And during this COVID-19 crisis, the role of the board becomes even more critical. We pray that your board will have God-honoring wisdom as you spiritually discern next steps.

LESSON 15 OF 40 - Be Intentional About Your First 30 Minutes
Does your board meeting need a refresh—so you experience holy moments more frequently?

THE BIG IDEA FROM THE BOOK: In Lesson 15, the authors note that what happens at the very beginning of our board meetings—sets the tone. I’ve been in scores of meetings where the chairs or leaders seemed almost superstitious—nervous if they didn’t say something spiritual or “bathe our meeting in prayer” at the start.  

Frankly what members really want—and what God invites us to—is to be real. If being intentional is important, then so is this: Be authentic. Everyone can smell a hastily prepared intro. Board members will know if the chair or leader’s opening, with some devotional or prayer, lacks energy or relevancy. 

Instead think of these first 30 minutes as “entering into” new and sacred space, knowing God’s Spirit is already there. Then plan and deliver a great start to your meeting that sets a tone of authenticity, peace and creativity. If beginning with a prayer time is part of your intentional plan, then pray. If not, thank God for His presence and get to work.   

MY FAVORITE INSIGHTS from Lesson 15, pages 86-90:
• “How many holy moments can you recall from last year’s board meetings?”
• The insights from the book by Chip Heath and Dan Heath, The Power of Moments: “With examples from education, business, hospitality, and church sectors, they call leaders and teams to break out of the routine and defy ‘the forgettable flatness of everyday work and life by creating a few precious moments.’”

• Be on time.  Better—be early. We all need the margin anyway that being there 10-15 minutes early gives us.

MY COLOR COMMENTARY:
It’s likely—during this challenging COVID-19 crisis—that you’re having more, not less meetings and most of those by video/Zoom as well. Keeping these meetings moving—no more than an hour or so (call another meeting if needed) and guided by an agenda (sent ahead or posted at the start)—will help to take the slack and sloppiness out of these video conference meetings.  

But more meetings need not mean more meetings falling on your shoulders as leader or chair. The issues and pace we are running at right now leaves our tanks on or near empty. Another board meeting already? You can’t do it all and unless you have an essential message or idea to start with, give the mic to a younger leader or a different person on a regular basis.  

You will have plenty of opportunity in the meeting to make your points or provide needed governance or leadership. Drop everyone an email (before or after the meeting) if you have a spiritual insight you want to share and time doesn’t permit you to do so in the meeting. When tapping others, give them clear guidance on length, out-of-bounds topics, the need to be real, free from rote prayers or piety—and trust God with the outcome. 

I liked the idea of a self-imposed “report card” concept. Conducting this at every board meeting might be a bit much—but at every few board meetings, do the checkup. The feedback will make your future meetings better.  

“How you launch will impact how you land.” Good counsel especially when the needed outcomes of our board meetings these days are so important.

THIS WEEK’S QUOTES & COMMENTARY BY DAVID SCHMIDT:

DAVID SCHMIDT is the leader of J. David Schmidt & Associates.  David uses strategic conversation processes to help organizations experience increased focus, impact, and results. With more than 40 years of experience in assessment, research, strategic thinking, off-site leadership retreats, and guided processes, he notes, “We aren’t a very good fit for leaders and organizations that simply want ‘another good year.’ But we are a good fit with leaders looking to explore, rethink, and reset their organization’s strategic intent.”

David and his wife, Melinda, live in Wheaton, Ill., and their two adult children live in Colorado and Southern California. David is the author of dozens of research projects and co-author with Wesley K. Willmer and Martyn Smith of The Prospering Parachurch: Enlarging the Boundaries of God's Kingdom.

TO DO TODAY: 
• Read The Power of Moments: Why Certain Experiences Have Extraordinary Impact, by Chip Heath and Dan Heath.
• Instead of a hastily prepared devotional thought to launch your board meeting, be intentional about inviting a board member (or a staff member) to share a spiritual insight that will be relevant (not random) to the focus of the board meeting.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 15, "Be Intentional About Your First 30 Minutes.”

NEXT WEDNESDAY: On April 22, 2020, watch for the commentary by Max Wilkins on Lesson 16, “Looking for Consensus but Finding Division. Finding consensus on challenging issues requires deft handling and a flexible approach by the board chair.”

ORDER THE BOOK TODAY!

BULK ORDERS: Click here. For more resources and to download the book's Table of Contents, visit the book's webpage.