Grandeur from rude nature

For the past week Sarah and I have had a young woman living with us, testing the outdoor life by working on the Plow Creek farm. Mandy, a young woman who grew up in a Chicago suburb, gets up at dawn to join several other folks who grow, harvest, and market berries and vegetables.

This morning Mandy asked me where Labor Day came from. “I think it was started by unions to honor workers,” I said.

A little research revealed this gem: “Some records show that Peter J. McGuire, general secretary of the Brotherhood of Carpenters and Joiners and a cofounder of the American Federation of Labor, was first in suggesting a day to honor those ‘who from rude nature have delved and carved all the grandeur we behold.’” The first Labor Day was celebrated on Tuesday, September 5, 1882, in New York City.

I grew up among farmers and who carved grandeur from rude nature. Even though I became disabled in my late teens and moved from the working man world to the white collar world, I am still shaped by growing up among people who worked for a living.

As I’ve been working with a web designer to build a new Evergreen Leaders website, I’ve often thought of my father building a new barn in the early 1960s. Almost all of our neighboring farmers decided they couldn’t make a go of it and moved away from their farms to work in factories.

In today’s post on Labor Day, Seth Godin contrasts the hard physical work of manual labor with the hard work of today–taking risks. My father knew how to do both, work eighteen hour days physically and take the risk of building what at the time was the most advanced dairy barn in Minnesota. Godin describes perfectly the risk he took:

• Today, working hard is about taking apparent risk. Not a crazy risk like betting the entire company on an untested product. No, an apparent risk: something that the competition (and your coworkers) believe is unsafe but that you realize is far more conservative than sticking with the status quo.

Dad took the risk of building that barn, a risk that made it possible for him to raise ten kids on that farm and still be living on the farm 21 years after he retired. Apparent risk is also a way to create grandeur from rude nature.

Fundraising as a mangement function

While taking a break from revamping the Evergreen Leaders website, I check out other nonprofit bloggers. I recently discovered Rosetta Thurman's blog, Perspectives from the Pipeline.

Two of the principles mentioned in a post from fundraising school caught my attention:

• Fundraising is essentially a management process.
• Whoever spends money in your organization should be involved in raising money for it.

The revamped, interactive EGL website will be both a resource for nonprofit leaders and fundraisers. At first I saw them as two different foci but as I've worked on the site I see how much they fit together as Thurman pointed out.

I chuckled when I read "Whoever spends money..." It takes leaders and a system to apply that principle.

A road-tested vision

In the next few weeks this blog will migrate to a completely revamped Evergreen Leaders web site. Yesterday I began to work with a web designer on the new site.

Our original site was developed by an intern, Kevin Behrens. He did a great job given the fact that Evergreen Leaders was a vision that had not been road tested.

The vision has been road-tested. Now we're ready for a new site that can translate the road-tested version of EGL online.

As I reflect on the road-testing of my vision for EGL the last three years, I wonder what prompted me to launch a new nonprofit in my 50's. I've answered that a number of different ways. First, it's been a call from God. Second, it fit's my passions and talents. Third, I think nonprofits that serve low and moderate income people need our services to help their nonprofits thrive.

As I've founded EGL I realize I have a lot in common with entrepeneurs. Recently I read a column in Inc. Magazine that quotes The Theory of Economic Development published in 1911 by economist Joseph A. Schumpeter who says that entrepreneurs have:

• "...the will to conquer: the impulse to fight, to prove oneself superior to others, to succeed for the sake, not of the fruits of success, but of success itself…There is the joy of creating, of getting things done, or simply of exercising one's energy and ingenuity."

I don't recognize within myself the impulse to fight or prove myself superior but I do recognize within myself "...the joy of creating, of getting things done, or simply of exercising one's energy and ingenuity."

Humble hierarchy path basics

Decisions are like gold. Share the gold.
Rich Foss

Principle: Humble hierarchy leaders have little personal ambition, an unwavering will to help the organization transform the lives of those it serves, and a passion to create space for all to thrive.

Paradigm:

¨ Shriveling: Leaders use power to benefit themselves.

¨ Thriving: "We constantly focus on transforming the lives of those the organization serves and creating decision-making space for the voices and talents of all to produce the treasure."

Organizational behavior

¨ Majorities and minorities lead together.

¨ Leaders create open systems to share information and decision-making.

¨ Everyone has access to the information they need to make good decisions.

¨ Everyone, including service recipients, is involved in making crucial decisions.

¨ Supervisors and co-workers involved in hiring decisions.

¨ The organization humbly learns from critics inside and outside the organization.

Results

¨ Good decisions are made based on shared information.

¨ Barriers of race, gender, disabilities, etc. are overcome for the benefit of the entire group.

¨ Everyone’s talents are used to produce the organization’s treasure.

¨ Everyone, including service recipients, enjoys making decisions to help the organization produce the treasure.

¨ The organization constantly uses feedback to thrive.

¨ Radical trust takes root within the organization.

Check out this quick summary of the 7 Paths.

Fervently calling a soldier a hero

One day several year ag0, shortly after America began a policy of torture as part of its response to 9-11, I suddenly had a sick feeling in my stomach. What will this do to the men who do the torturing? What will it be like when they return to the USA?

Now this Washington Post story describe the tortured lives of torturers after they return to the USA. Torture, it turns out, is not a smart a friendly system that brings about the treasure of democracy.

It seems to me that one way we as a country deal with our guilt over sending young men and women to distant lands to kill and maim and be killed and maimed is to fervently call our soldiers heroes. The story aptly described that when you are suffering for what you've done in war, being called a hero doesn't help.

A humble man does not cut a soldier off by calling him a hero. He istens.

What makes a fun workplace?

3. Attempt to create the most fun workplace in the history of the world.

Bakke in Joy at Work says that in AES, the energy giant he co-founded, he discovered the key to a fun work place was decision-making. Getting to make decisions is great fun and under Bakke’s tutelage workers had great fun. Machine operators in AES power plants made the daily phone calls to invest the company’s short term investments.

His goal as CEO was to make one decision a year so that the employees of the organization could have all the fun.

Nonprofits and other organizations thrive on trust. When I worked for Horizon House of Illinois Valley Jim Monterastelli showed incredible trust in me. PR was part of my role and Jim trusted me. One day I managed to shoot a photo and do a story that landed on the front page of the local daily news paper. I was so used to Jim’s trust that I forgot to tell him that I had submitted to the paper. The next day he gently suggested that I let him know when I was submitting a story to the paper because he had been at a business event fielding congratulations on a story that he didn’t know anything about.

There’s one other key to a fun work place that Bakke doesn’t mention in his book--getting to use your talents. Gallup Organization defines talents as “recurring patterns of thought, feeling or behavior that can be productively applied.” Getting to do those things we do over and over again because their fun and getting to do them on the job definitely makes for fun workplace.

You can find Bakke’s Joy at Work Top Ten here.

No need for another book on leadership

No need for another book on leadership, 7 Paths #101, February 1, 2007

“This world does not need another leadership book,” I thought in the fall of 2005 after an hour of browsing through the management and leadership sections of a major bookstore chain. Two years earlier I had helped found a nonprofit, Evergreen Leaders, whose mission is to help nonprofits thrive. I was on a continual search for resources we could use in our consulting, coaching, workshops, e-letter, and blog. During those two years I browsed the leadership and management sections of bookstores every chance I got. I had found plenty of good books. But after two years of reading, teaching and writing about leadership I was getting tired of the model of leader as hero. Organizations thrive on a lot more than leaders. As Marshall Goldsmith, corporate America's preeminent executive coach, said in a Fast Company column, “Long-term success is created by the 40,000 people doing the work -- not just the one person who has the privilege of being at the top.” “If you read the literature,” Marshall also observed in the same column, ‘you'll see that much of it exaggerates -- if not glamorizes -- the leader's contribution.” “What this world needs,” I thought that day in the bookstore, “is a book on the 7 habits of highly effective organizations.” Not a very original title, but a seed was planted. In June 2006 Stephanie Grimes, the president of Evergreen Leaders, and I went to a two day workshop of Stephen Covey’s 7 Habits of Highly Effective People. Covey studied success literature and through his research he identified 7 habits of effective people and also the principles, paradigms, behaviors and results linked with each habit. As I was writing in my journal on other issues the morning after the first Covey workshop I kept interrupting my journaling to jot down I ideas for the paths of thriving organizations. In the months since I’ve used my 25 years of experience in nonprofit and church leadership as well as years reading leadership and management books to revise and polish the 7 paths. I also added notes on the principles, paradigms, behaviors and results linked with each path. The world may not need another leadership but I do think it could use a book on the 7 Paths of Thriving Organizations. I’ve begun work on the introduction and the first two chapters. When they’re completed I’ll outline the remaining chapters and then second hire an agent to market the book. I’ll keep you, the readers of this e-letter, informed. While for-profit businesses and families benefit from using 7 Paths, my passion is helping nonprofits thrive. Every day people in deep need turn to nonprofits for hope. My deepest hope is that countless nonprofits will use the 7 Paths of Thriving Organizations to meet deep human needs and to be great workplaces. Wisdom for the week: When organizational life is tangled, complex and frustrating, you need a path or seven. Fare thee well, Rich

The delicate balance of power and tall grass prairie

The delicate balance of power and tall grass prairie, 7 Paths #100, January 18, 2007

Leading a nonprofit organization is a delicate balance of personalities and performance, values and vulnerability, commitment and creativity, power and humility. One day in late December 2006 when I was thinking about how being a humble leader can help an organization thrive, I rolled into a gallery at the Chicago Cultural Center located in a beautiful old building in downtown Chicago. One piece in the gallery in particular, a video playing on a small screen, drew my attention. In the video a young artist, Victoria McOmie, dressed in a stocking cap and coat, walked across brown, wintry-looking grass and approached an abandoned chicken coop on the Ragdale Foundation grounds. The Ragdale Foundation, a nonprofit organization, provides inexpensive residencies for artists and writers in an old mansion north of Chicago. At any one time there are 12 artists and writers living and working there. The exhibit, to celebrate Ragdale’s 30th anniversary, featured pieces done by artists while in residence at Ragdale. McOmie had collected pieces of wood and plants and created an installation by arranging them in the coop in a pattern based on balance. The camera follows her inside and pans the collection of material balanced in the coop. Then the camera focuses on her as she crouches next to a long, stem of prairie tall grass balanced on an unseen object. Gently she blows on the head of the tall grass--you can see her breath--and the tall grass gently moves away from her, then back again; she blows again and the tall grass moves away, then back. I sat mesmerized; never once did she blow too hard and disrupt the delicate balance of the long stem. McOmie’s installation seemed to me to be a perfect metaphor for leading a nonprofit. McComia created a work of art out of an abandoned chicken coop, dried weeds, fallen branches, and broken bits of wood. Nonprofits often work with people who have been abandoned, neglected, and are on the margins of society. Yet nonprofit leaders, like McOmie, have the ability to see potential in otherwise overlooked people. And they create organizations that thrive on a delicate balance between clientele, staff, board, donors, funders, and regulators, and the community And when it’s done well it’s a thing of beauty. Wisdom for the week: Humble hierarchy leaders create space and balance in which the unlikeliest of folks thrive. Fare thee well, Rich

2007 in your memoir

2007 in your memoir, 7 Paths #99, January 4, 2007

As we begin 2007 I think about Doris Haddock, otherwise known as Granny D, who on January 1, 1999, at the age of 89, starting in Pasadena, California, began a walk across America in support of campaign finance reform. On February 29, 2001 and 3200 miles later she walked into Washington, DC. Actually she skied the last 100 miles along the towpath of the C & O Canal in Maryland. In Washington, DC she was joined by 2200 reformers including several congressmen as she walked to the Capitol to press her case for campaign finance reform. A year later the Bipartisan Campaign Reform Act of 2002 also known as the McCain-Feingold Bill, was passed into law. A couple years ago my daughter Hannah gave me a copy of the memoir that Doris wrote after her walk, Granny D: Walking across America in my 90th Year. I read it and was deeply moved. The seed for a Doris’ journey was planted one evening in her hometown of Dublin, NH, when she was complaining to Bonnie, the leader of a study group that Doris belongs to, about how the rich were taking over and “you can’t get elected unless you have a million dollars.” “Well, Doris, what are you going to do about?” Bonnie asked. “Me? For heavens sake, what can I do?” “Well, what can you do?” She organized her friends over the next two years they collected tens of thousands of signatures on petitions for campaign finance reform and they sent them to the New Hampshire senators. One responded with a form letter calling unlimited campaign contributions a form of free speech and the other senator never even bothered to respond. She felt like a woman scorned. Rather than giving up she decided to walk across America in support of the McCain-Feingold campaign finance reform legislation. She walked and talked to all the reporters curious about a 90-year old woman walking across America. At one point in her corporate career she was the second highest paid woman in New Hampshire. Yet, when she wrote her memoir after her walk, she never mentioned her career until near the end and then it was to say that she guessed that her career was not important compared to her public service on behalf of campaign finance reform. In 2007, do something to make this a better world, something you will be proud to include in your memoir when you are in your 90s. Wisdom for the week: Humble hierarchy leaders believe that powerlessness can be overcome by persistence. Fare thee well, Rich Note: In my last issue of the 7 Paths I invited folks to offer their own suggestions on how to spot dangerous leaders. Two responded. You can check out their thoughtful comments here.

"I made a mistake"

In a recent post on the Organizational Development Network list serve leadership coach Ann Kruse noted that she is “fascinated by Hillary Clinton's decision to avoid the word 'mistake'
with regard to her vote for the Iraq war.”

Ann offered a variety of explanations for Hillary’s action including gender and power issues. I’d like to offer another. As someone who became disabled as a teen and then has held a variety of leadership positions all of my adult life I am aware of the tremendous pressure on leaders to be capable and self-assured and, at the same time, I am aware that leaders are as vulnerable as the next person.

I learned to survive and build on the experience of being physically disabled by being open about the emotional trauma linked with the experience. When I began my career as a leader, I felt internal and external pressure to be the strong, capable, self-assured male. At the same time being capable and self-assured is only part of my story since I need to ask for physical help regularly and I am physically and emotionally vulnerable to an unpredictable disease.

To be an integrated leader I try to be both capable and acknowledge my vulnerabilities. Even the most powerful leaders and organizations are vulnerable. Take the USA. The USA is clearly the most powerful country in the world and yet we are vulnerable and make mistakes. Both Vietnam and Iraq show that when we invade another county we are militarily vulnerable to
insurgencies. Our political leaders spend a lot of energy denying our vulnerabilities and mistakes.

While I try to be capable and self-assured as a leader, I assume that I will make mistakes and I make it a point to readily admit my mistakes. It takes a lot of energy to deny mistakes. I also make it a practice to meet three times a year with two mentors who are separate from the organizations I lead. I share my emotional vulnerabilities as a leader, husband, and father
with them. It takes a lot of energy to ignore ones vulnerabilities.

I feel sympathy for Hillary Clinton who, to put it mildly, is under extreme pressure to show herself to be a capable, self-assured person in order to be elected. At the same time, running for political office at that level makes one extremely vulnerable.

From an organizational development perspective we as a nation demand strong, capable, leaders and, as a consequence, we get leaders who deny our nation’s vulnerabilities and their own mistakes.

A humble hierarchy organization learns from critics inside and outside the organization. It’s tough to lead a world power from a humble hierarchy stance making it difficult for a world power and its leaders to admit and learn from their mistakes.

The hard part is to stay with it

Sometimes you come across a passage in a book that is worth returning to again and again. A couple years ago my daughter gave me Granny D: Walking Across America in My 90th Year.

People who are drawn leading nonprofits intend to do good. In her 90th year Granny D, Doris Haddock, walked across America to bring attention to the need for campaign finance reform. The she wrote her memoir. Recently it's been published in paperback. Here's the passage:

...when you take on some leadership responsibilities in the world, you must accept the fact that you will change lives. Your intention is to do good for everyone. But you will change lives in ways that you cannot fully control, and sometimes things will go terribly wrong. The hard part is to stay with it and not give up trying to do good in the world. But my, it is hard when tragedy and defeat come visiting, as they do. If love is your motivation, and if your respect the people you serve as your moral equals, you will do more good than harm over a lifetime--by far. But you will do some harm, and it may haunt you when you take a walk in your old age.


That's the humble heirarchy path.

Distrbuted leadership

The Orpheus Chamber Orchestra, based in New York City, a Grammy Award-winning ensemble, has no cunductor and yet it performs Mozart and Stravinsky to rave reviews around the world.

In a fascinating Business 2.0 column, Jeffrey Pfiffer talks about the advanatges of what he calls distributed leadership--employees leading themselves.

The orchestra has a managing director but the musicians not only play in the orchestra but do fund-raising, staffing, and educational outreach. Traditional leadership too often creates bottlenecks and fails to bring out the best in everyone.

Check out the column. Nonprofits ought to take the lead in letting employees lead. I do believe it would be away to energize your staff. After all leading is fun. Why shoudn't everybody have fun for the benefit of the organization?

Spotting dangerous leaders

Recently I had lunch with Len Corti, a retired Fortune 500 executive. I love hearing his stories. He began telling me about a point in his career when he was raising money from investors for business start-ups. “I was dangerous," he said.

“Tell me more,” I said, puzzled by the comment.

“I was dangerous because I believed in what I was doing" he said. "I really believed in the start-ups and because I believed I raised money but that doesn’t mean the start-ups were all good investments.”

Since our lunch I’ve been pondering, "How do you know whether a person is a good faith leader or someone who is dangerous in their beliefs?"

I'm writing the next issue of the 7 Paths e-letter on that topic. If you'd like to read the issue when it comes out on December 14, and you're not a subscriber, you can subscribe to the free e-letter at the top right-hand side of this blog.

Trust is a beautiful thing

Imagine working at a place where they trust you to use your time wisely even when they can't see you? Check out the BusinessWeek Cover story, Smashing the Clock. Thanks for the heads up from Bill Harris' blog.

Giving and taking criticism

Criticism, like rain, should be gentle enough to nourish a man's growth without destroying his roots.

-- Frank A. Clark

Clark's observation makes sense when you are criticizing from a position of power. Then your criticism needs to be as nourishing as a gentle rain.

But if you are in a position of power, you need to accept and welcome criticism as fierce as a driving rain. Why? Put yourself in the shoes of your critic. Criticizing a person in power is scary business. The only way the critic can criticize the person in power is to crank up his courage and spit it out. In that case it is not likely to come out gentle but it is likely to provide the leader, the person in power, with valuable information.

When George W. Bush ran for re-election as USA president in 2004 he made sure that his security people screened out every possible critic. They were very effective. Not once during the campaign was Bush heckled. After Bush's re-elction, his one purported critic within his first administration, Colin Powell, was out.

Subsequently, Bush missed important information from critics of his Iraq war policy until it was too late and he lost Republican control of the House and Senate.

The humble heirarchy leader knows that he needs the information provided by his fiercest critic.

Lessons from a scandal

Lessons from a scandal As House Speaker Dennis Hastert and Congressional leaders struggle with former Congressman Foley’s sexual e-mails and instant messages with Congressional pages, I remember the painful lessons I learned when a former colleague at a religious nonprofit was involved in sexual misconduct. Here are five lessons I learned: Leaders who do great good can lead double lives. My former colleague was a founder of the organization, dedicated to its well-being, and a fun person to work with. At the same time he led a secret life that included sexual abuse of minors. Sexual misconduct by leaders is a misuse of power. Congressman Foley, by position and age, had much more power than the teenage Congressional pages. He was using his power to benefit himself at the expense of the pages. There are powerful forces within organizations to cover-up misconduct. Misconduct is power wrapped in fear and shame. As the Foley scandal unfolds, it’s apparent that as long as three years ago a Congressional staffer tried to warn Hastert of Foley’s danger to pages. At the same time, leaders who see themselves as doing good, find it extremely difficult to expose themselves by revealing the shameful behavior of a colleague. Fear and shame fuel cover-ups. Misconduct by leaders never remains hidden. My nonprofit colleague managed to keep his secret life hidden for 15 years. He used his power and prestige to silence his primary victim. But, as many an institution has discovered, sooner or later misconduct always reveals itself. Scandal calls for humility. Damage control is the height of arrogance. Organizations cannot quietly manage significant ethical violations by a leader. When such violations occur, the organization needs humble leaders who will reveal the misconduct, take responsibility for seeing that the person is removed from a position of further misusing power, and seeing that those who were injured are cared for. According to Evergreen Leaders humble hierarchy path, the best leaders have little personal ambition, an unwavering will to help the organization transform the lives of those it serves, and a will to create space for all to thrive. Wisdom for the week: To humbly admit and quickly deal with ethical violations is the surest path your organization can take back to helping transform the lives of those it serves. Fair thee well, Rich

Breakfast with Dave

Breakfast with Dave Dave directs YSB, a nonprofit organization that helps children and families succeed. With a staff of nearly 80 working in several counties, it’s a challenge for Dave to be in touch with the stories of lives being transformed by the staff of the organization. Recently I’ve been consulting with YSB as they develop an annual fundraising program. I enjoy working with Dave, his staff and board. Part of my work has been to help them discover the treasure--the stories of lives being transformed--the organization has to offer donors. Dave realized he needed to meet with the staff and uncover the stories. His solution was sheer humble hierarchy genius. He decided to do Breakfast with Dave. He is scheduling times to go to each office, meeting with staff in 25-minute intervals. He brings with him all the ingredients to make omelets and his omelet maker. He asks each staff person what they like in their omelets and that’s what they get. While the omelet is cooking he asks, “What case are you most proud of?” Then he listens. Evergreen Leaders humble hierarchy path is based on the principle that “humble hierarchy leaders have little personal ambition, have an unwavering will to help the organization transform the lives of those it serves, and create space for all to thrive.” When Dave was first promoted to executive director of YSB he negotiated a salary lower than the normal executive director salary because he said if he was making that much money he’d be embarrassed to come to work. The first Breakfast with Dave was announced by memo and e-mail but when the day came he discovered no one had signed up. He promptly called staff in that branch office and invited them to breakfast individually. Dave may have been humble about his salary but he has an “unwavering will to help the organization transform the lives of those it serves”. He knows he needs to hear the stories of lives transformed as part of creating an annual giving program to support their work in helping children and families succeed. YSB staff often work with children and families in crisis. It’s easy for staff to feel like they go from crisis to crisis. Yet when Dave asks, “What case are you most proud of?” he is giving them an opportunity to recall when they and the organization are at their best in transforming for children and families. Dave concludes Breakfast with Dave with a couple more questions: “Are you having any problems at YSB that I can help with? Do you have any suggestions for me? I need all the help I can get.” Wisdom for the week: Serve omelets, keep the focus on transforming lives, and create space for all to improve the organization--that’s a great way to take the humble hierarchy path. Fair thee well, Rich

Forgiveness as part of organizational life

In the current issue of The Atlantic Monthly describes a moment early in Hillary Clinton's first Senate term when she began attending a Bible study with other senators. When she first began participating, Republican Senator Sam Brownback confessed to her that he had hated her and said derogatory things to her. She forgave him.

Like Hillary Clinton, who led efforts in the first Clinton presidential term to pass universal healthcare, nonprofit leaders often take hits.

In the middle 1990’s the CEO of an organization I worked for asked me to direct a campaign to raise $1.2 million to help close their nursing home for adults with developmental disabilities and open about a dozen small group homes for them to live in.

I deeply believed in the cause. I knew many of the people who lived in the nursing home and I knew that their lives would be greatly improved by moving into smaller homes. As the head of the nursing home resident council would say, “You know me. I like peace and quiet,” something that was impossible in the noisy, crowded nursing home.

Neither the organization nor I had ever done a capital before and the board decided we would do it without a campaign consultant. Many people thought we would not succeed in raising the money needed. I can understand their doubts because it’s very difficult for an organization to raise that much money without the help of a consultant to keep the campaign on track.

Fortunately for me, a retired YMCA executive from the Chicago area took mercy on me and offered to come out every few weeks during the campaign to advise us.

Despite this, one of my colleagues who was in a position to track what I was spending to prepare for the campaign, was convinced we would fail. She began to spread rumors through the organization that I was wasting money. She actively opposed the campaign in staff meetings and made life miserable for my assistant campaign director.

One day my colleague and I were both working late. I went to her office, listened to her anger about my spending, and tried to respond. Nothing I said seemed to help. It was deeply painful to have her questioning my integrity. I got tears in my eyes for the first and only time in my 20 years of employment at that organization.

Almost every morning since 1977 I’ve written in a spiritual journal, often writing about whatever current challenges I’m facing. During those days I wrote about the tension I felt as I launched the campaign. Gradually I realized that I was carrying a lot of resentments toward my colleague.

One morning as I was writing in my journal I had a sense that I needed to forgive my colleague. I listed out five different things she had done to undercut me and the campaign.

That winter day on the way to work I drove a country road and stopped the car next to a creek. I picked up five stones and one by one I dropped them in the water, forgiving my colleague for each of the five things she had done to undercut me.

As I dropped the stones in the moving water in the creek I noticed how the stones immediately dropped to the bottom but the water flowed on. I sensed God telling me that I had forgiven my colleague and my life could flow on like the water in the creek.

Life did flow on and eventually it appeared that the campaign was going to be a success. My colleague then solicited a club she belonged to, to donate to the campaign.

When the campaign was completed I resigned and went on to working as a consultant to help other organizations do similar campaigns. After I resigned my colleague said to me, “In a few years we are going to have to have you back to do another campaign.”

Because I had forgiven her I could gratefully accept her compliment on my work.

In Good to Great and the Social Sectors: A Monograph to Accompany Good to Great, Jim Collins describes Level 5 leaders as people who have little personal ambition but incredible will "to make sure the right decsions happen--no matter how difficult or painful--for the longterm greatness of the instituiton and the achievement of its mission..."

Forgiving harsh critics can help nonprofit leaders keep on making sure the right decsions happen even after taking lots of hits.

Lessons from a scandal

As House Speaker Dennis Hastert and Congressional leaders struggle with former Congressman Foley’s sexual e-mails and instant messages with Congressional pages, I remember the painful lessons I learned when a former colleague at a religious nonprofit was involved in sexual misconduct.

Here are five lessons I learned:

1) Leaders who do great good can lead double lives. My former colleague was a founder of the organization, dedicated to its well-being, and a fun person to work with. At the same time he led a secret life that included sexual abuse of minors.

2) Sexual misconduct by leaders is a misuse of power. Congressman Foley, by position and age, had much more power than the teenage Congressional pages. He was using his power to benefit himself at the expense of the pages.

3) There are powerful forces within organizations to cover-up misconduct. Misconduct is power wrapped in fear and shame. As the Foley scandal unfolds, it’s apparent that as long as three years ago a Congressional staffer tried to warn Hastert of Foley’s danger to pages. At the same time, leaders who see themselves as doing good, find it extremely difficult to expose themselves by revealing the shameful behavior of a colleague. Fear and shame fuel cover-ups.

4) Misconduct by leaders never remains hidden. My nonprofit colleague managed to keep his secret life hidden for 15 years. He used his power and prestige to silence his primary victim. But, as many an institution has discovered, sooner or later misconduct always reveals itself.

5) Scandal calls for humility. Damage control is the height of arrogance. Organizations cannot quietly manage significant ethical violations by a leader. When such violations occur, the organization needs humble leaders who will reveal the misconduct, take responsibility for seeing that the person is removed from a position of further misusing power, and seeing that those who were injured are cared for.

According to Evergreen Leaders humble hierarchy path, the best leaders have little personal ambition, an unwavering will to help the organization transform the lives of those it serves, and a will to create space for all to thrive.

Wisdom for the week: To humbly admit and quickly deal with ethical violations is the surest path your organization can take to get back to helping transform the lives of those it serves.

Breakfast with Dave

Dave directs YSB, a nonprofit organization that helps children and families succeed. With a staff of nearly 80 working in several counties, it’s a challenge for Dave to be in touch with the stories of lives being transformed by the staff of the organization.

Recently I’ve been consulting with YSB as they develop an annual fundraising program. Part of my work has been to help them discover the treasure--the stories of lives being transformed--the organization has to offer donors. Dave realized he needed to meet with the staff and uncover the stories.

His solution was sheer humble hierarchy genius. He decided to do Breakfast with Dave. He is scheduling times to go to each office, meeting with staff in 25-minute intervals. He brings with him all the ingredients to make omelets and his omelet maker. He asks each staff person what they like in their omelets and that’s what they get.

While the omelet is cooking he asks, “What case are you most proud of?” Then he listens.

Evergreen Leaders humble hierarchy path is based on the principle that “humble hierarchy leaders have little personal ambition, have an unwavering will to help the organization transform the lives of those it serves, and create space for all to thrive.”

When Dave was first promoted to executive director of YSB he negotiated a salary lower than the normal executive director salary because he said if he was making that much money he’d be embarrassed to come to work.

The first Breakfast with Dave was announced by memo and e-mail but when the day came he discovered no one had signed up. He promptly called staff in that branch office and invited them to breakfast individually. Dave may have been humble about his salary but he has an “unwavering will to help the organization transform the lives of those it serves”. He knows he needs to hear the stories of lives transformed as part of creating an annual giving program to support their work in helping children and families succeed.

YSB staff often work with children and families in crisis. It’s easy for staff to feel like they go from crisis to crisis. Yet when Dave asks, “What case are you most proud of?” he is giving them an opportunity to recall when they and the organization are at their best in transforming for children and families.

One of the first staff member that he had breakfast with told him about a fourteen-year-old girl they had helped find a foster home. When she was older she entered a beauty pageant and as part of the pageant she described her wonderful experience in the YSB foster home.

Dave had his first story of transformation.