{"id":39292,"date":"2015-03-10T14:20:38","date_gmt":"2015-03-10T18:20:38","guid":{"rendered":"https:\/\/joangarry.com\/?p=39292"},"modified":"2022-11-27T10:47:07","modified_gmt":"2022-11-27T15:47:07","slug":"nonprofit-crisis","status":"publish","type":"post","link":"https:\/\/joangarry.com\/nonprofit-crisis\/","title":{"rendered":"Share Your Nonprofit War Stories"},"content":{"rendered":"

Every week, readers send me stressful, anxiety-ridden emails about their nonprofit crisis.<\/p>\n

\u201cI can\u2019t believe what the press is writing about us. I was pretty sure it was the end of our organization.”<\/em><\/p>\n

\u201c3 angry calls from unpaid vendors so far this week. I have no idea what to even tell them.\u201d<\/em><\/p>\n

\u201cIt took months to hire our E.D. In the meantime, fundraising stopped dead.\u201d<\/em><\/p>\n

\u201cI\u2019ve barely slept for weeks. I come to work every day wondering if I\u2019ll even get paid.\u201d<\/em><\/p>\n

Sound familiar?<\/p>\n

Perhaps you\u2019re currently going through a crisis yourself. Know you\u2019re not alone. Not even close. If you\u2019ve been a staff or board member of a nonprofit for more than about 20 minutes, you have a war story.<\/p>\n

Nonprofit war stories are a dime a dozen because nonprofits are hard wired to be messy. And things can get messy fast.<\/p>\n

However, used strategically, war stories have an important role to play for the good.<\/p>\n

Let me illustrate with something that once happened to me.<\/p>\n

MY FIRST NONPROFIT CRISIS<\/h3>\n

In 1997, I made the leap from the for-profit sector to the nonprofit sector and I was extended an offer for a great new low paying job as the Executive Director of GLAAD. I stopped breathing. I expected \u201clow paying\u201d but not A THIRD of what I was making<\/a>. I negotiated. Ever so proud of myself, I secured a salary that I could say out loud without weeping.<\/p>\n

But after my first meeting with our Director of Finance, I could only laugh (before I wept silently). There was no money. Whatever I may have negotiated for my salary, the organization couldn\u2019t afford to pay me more than a one-time lump sum of $360.00. Because that\u2019s all there was in the bank. Oh, and there were 18 other staff members that needed to be paid. And outstanding debt of $250,000.<\/p>\n

I left eight years later with a cash reserve of $1.5 million and a staff of 42. We didn\u2019t just survive; we thrived.<\/p>\n

3 REASONS WE LOVE TO TELL WAR STORIES<\/h3>\n
    \n
  1. \n
      \n
    1. People Have Egos<\/strong><\/strong>Look at mine. Why do I love to tell that story? Makes me look pretty good, right? So there\u2019s a dose of ego for sure.<\/li>\n
    2. Who Doesn\u2019t Love a Good Survival Story?<\/strong><\/strong>This is the communal part. Don\u2019t you hear people tell war stories with an oddly gleeful<\/em> and sort of wistful <\/em>tone? Crises bring people together; they require a special dose of adrenalin. There is a rush that comes with trying to fix a big fat mess in a hurry. It\u2019s not typically \u201cI did it!\u201d<\/em> — a war story usually starts with \u201cWE did it!\u201d<\/em><\/em><\/em><\/li>\n
    3. Crises Amplify the Power of Your Mission
      \n<\/strong><\/strong>
      \n<\/strong><\/strong>Surviving a crisis requires a full court press on the part of board and staff. There must be a deep-seated passion about the particular work of your organization. If not, the crisis deepens and resignations follow.<\/span><\/li>\n<\/ol>\n<\/li>\n<\/ol>\n

      A CRISIS PROPELS YOUR ORGANIZATION FORWARD WHEN\u2026<\/h3>\n
        \n
      1. \n
          \n
        1. When the Experience Leads to Bold Thinking<\/strong><\/strong>With your nose out of the aging Accounts Payable spreadsheet, a nonprofit leader can actually look ahead. You survived, you are steady, and now you can grow, invest, and think bigger.<\/li>\n
        2. When We Learn Important Lessons<\/strong><\/strong>Handled well or poorly, a crisis teaches you valuable lessons that strengthen your infrastructure, your board\u2019s commitment, your fundraising efforts, the organizational structure, and your approach to press relations. Please, I beg you. Debrief after the crisis is over and commit to a session outlining the \u2018positives\u2019 of the crisis. These positives are the gems of a crisis.<\/li>\n
        3. When the Experience Brings Staff and Board Together<\/strong><\/strong>
          \n<\/strong><\/strong>Your board and staff have tackled something big. It\u2019s been hard. You have had to make tough choices. But you did it together. So here\u2019s the opportunity a <\/span>great<\/em><\/strong> nonprofit seizes. Continue that momentum. Your board may have been engaged like never before. A lunch with the board chair and the Executive Director (wine could be involved) to debrief and talk about lessons learned. Do not leave before you make a shared commitment to a few specific things the two of you can do to keep the board engaged.<\/span><\/li>\n<\/ol>\n<\/li>\n<\/ol>\n

          WHEN WAR STORIES WEAKEN YOUR NONPROFIT<\/h3>\n
            \n
          1. \n
              \n
            1. \u201cOh, you weren\u2019t here then, were you? It was awful!\u201d<\/em><\/strong><\/strong>Those who survived the crisis can become an elite club. Not good for a nonprofit all working toward the same goal. By creating elitism, you diminish the voices of those who followed. So when someone raises a legitimate concern, the answer can often be, \u201cWell if you think that<\/strong> is bad, you should have been there when\u2026.\u201d<\/em>It\u2019s not a competition folks. That concern raised by the board or staff member may have real legitimacy and you\u2019ve just missed it.<\/li>\n
            2. A Crisis Can Cause A Risk Averse Culture<\/strong><\/strong>I once said to a client, \u201cWasn\u2019t it your PARENTS who went through the Depression? You manage this organization like it is resting on a big mattress and you are squirreling your assets away under the box spring.\u201d<\/em>If a war story becomes too much a part of your nonprofit\u2019s culture, you won\u2019t look to invest.<\/em> You will avoid actions you feel are bold.<\/em>Maybe that\u2019s OK by you \u2013 to be a solid, safe, good<\/em><\/strong> organization. It better be. Because you\u2019ll never be great.<\/li>\n
            3. The Story Backfires If Not Told Well<\/strong><\/strong>Focus on the disaster and not the triumph \u2013 how hard it was for everyone — and you toss an opportunity right out the window. Focus on how the organization came together and you\u2019re telling a story of hard time and how you managed through it.Maybe that\u2019s OK by you \u2013 to tell a story that shows that you handled the crisis well.<\/em><\/strong> It better be. Because your team won\u2019t be seen as exceptional.<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
                \n
              1. <\/li>\n<\/ol>\n
                  \n
                1. <\/li>\n<\/ol>\n

                  ARE YOU IN A NONPROFIT CRISIS NOW?<\/h3>\n

                  If you are, let me say this first and sincerely. I\u2019m sorry. I know it\u2019s really hard. I hope this post gives you a tiny bit of hope and inspiration.<\/p>\n

                  Second, you can learn from your colleagues, including the members of my tribe of weekly readers.<\/p>\n

                  (Are you not yet a weekly reader? If not, you can subscribe here \u2013 https:\/\/joangarry.com\/subscribe<\/a>)<\/p>\n

                  And so to my weekly readers, would you take a minute and toss a dose of hope out there for your nonprofit colleagues who may be trying to dig out of some kind of ditch? A lesson? A piece of advice?<\/p>\n

                  Share a brief war story and the positives that came from it. Probably a good exercise for you too.<\/p>\n","protected":false},"excerpt":{"rendered":"

                  \u201c3 angry calls from unpaid vendors so far this week. I have no idea what to even tell them.\u201d How do you handle crises at your nonprofit? Some ideas…<\/p>\n","protected":false},"author":4,"featured_media":39299,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[15,17,16,18],"tags":[],"class_list":["post-39292","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-board","category-fundraising","category-ceo","category-senior-staff"],"acf":[],"yoast_head":"\nThe Best Way to Handle a Nonprofit Crisis<\/title>\n<meta name=\"description\" content=\"\u201c3 angry calls from unpaid vendors so far this week. 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