NGO Soul + Strategy
Gratis Podkast

NGO Soul + Strategy

Podkast av Tosca Bruno-van Vijfeijken

Welcome to my podcast NGO Soul + Strategy – a podcast for leaders of NGOs and other philanthropic organizations who are not satisfied with the status quo, are ready to look change right in the eye and who see themselves as leader-as-learner. 

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Alle episoder

78 Episoder
episode 077. Let’s work through this: conflict mediation in social sector organizations with Nathalie Thompson artwork
077. Let’s work through this: conflict mediation in social sector organizations with Nathalie Thompson
Summary Conflict management and mediation are skills that come up frequently as a weak area in many of our social sector organizations. And these days, more than ever conflict is on the rise within our organizations. So how can we work through our conflicts more skillfully and effectively? Nathalie has answers for us. She's a trainer conflict mediator (as well as a Corentus, Inc. [https://www.linkedin.com/company/corentus/] team coach) who helps teams and organizations develop better conflict management capabilities.  And she's a valued colleague in a broader team I am a part of. Which means I get to learn from her! In this NGO Soul+Strategy [https://5oaksconsulting.org/podcast/] podcast episode, I interview Nathalie Thompson [https://www.linkedin.com/in/nathaliethompson/], Owner of 5 Fold Consulting [http://www.5foldconsulting.com/], on conflict mediation.   Erica's Bio: * Owner of ‘5 Fold Consulting’, a consulting and coaching firm focused on conflict management skill building and mediation * Core Practitioner and Faculty at the Corentus team coaching company * In short: mediator, facilitator, and coach   We discuss:  * It is often useful to work on task-related conflicts as a precursor to working on relationship-based conflicts. * There are cross-national cultural differences in how humans deal with conflict. As a mediator, it is important to first build relationship, to inquire what makes for a good conversation for the person, and how to structure the conflict mediation process * There are also gendered dimensions to conflict expression and management. Society tends to ascribe the term ‘aggressive’ to women (negative framing), for instance, when they engage in conflict, while men tend to be labeled as ‘assertive’ in the same context (positive or neutral framing) * One way of minimizing interpersonal conflicts within organizations is to clarify expectations, styles, and preferences. Similarly, to clarify goals and parameters, and how to do the work.  * Also, to agree to tackle breakdowns in relationships by agreeing upfront how difficulties will be raised, and to work through the Corentus ‘6 question framework’ for dealing with breakdowns. * Nathalie is among others an ombuds. This is an originally Swedish term that literally means: ‘representative of the people’, and is an independent, neutral person to whom staff in an organization can go for confidential advice, feedback on policy, procedure, or when they seek accommodation. Ombuds are independent from HR and can offer mediation, and raise sensitive issues such as harassment and performance issues with those in authority. * The apparent rise in intra-organizational strife in civil society organisations is an extension of the external polarization in society: a tendency to think in terms of ‘one true way’ instead of accepting there are many different ways   Quotes: “In the nonprofit sphere, people tend to be expected to be ‘so nice’; this makes it harder to exert accountability, and to say what needs to be said”   Resources: Nathalie’s LinkedIn Profile [https://www.linkedin.com/in/nathaliethompson/] Nathalie’s Email [nathalie@5foldconsulting.com] 5 Fold Consulting Website [http://www.5foldconsulting.com/]     YouTube video [https://youtu.be/djWzccz_baM] of this podcast Click here [https://5oaksconsulting.org/email/] to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
01. juli 2024 - 42 min
episode 076. Trends in direct fundraising: keeping it real with Erica Waasdorp artwork
076. Trends in direct fundraising: keeping it real with Erica Waasdorp
Summary What constitutes a culture of philanthropy within nonprofits and NGOs? It's a term easily bandied around, but how do I see when it's in place? How has the field of direct giving by small donors, and monthly giving as one donor practice in particular changed in the last 10-20 years? Are there hurdles to be overcome in persuading donors to adopt monthly giving?  Finally, there is a lot of discussion about the need for a shift towards ethical storytelling, with local program participants in the driver's seat, and while focusing on the local person's agency. The raison d'etre for this is clear; however, is this aligned with what motivates donors (at least in traditional fundraising 'markets') to give?   In this NGO Soul+Strategy [https://5oaksconsulting.org/podcast/] podcast episode, I interview Erica Waasdorp [https://www.linkedin.com/in/erica-waasdorp-544b74/], President of A Direct Solution [https://adirectsolution.com/], a consulting agency with expertise in direct giving and monthly giving, on trends in direct fundraising. Erica's Bio: * Author and Speaker, and a Master Trainer affiliated with the Association for Fundraising Professionals * Expertise in Direct Marketing, Monthly Giving, International Fundraising * US Ambassador for the International Fundraising Congress (IFC) * Before launching A Direct Solution, she held several consulting, coaching and direct marketing roles in various consulting agencies, nonprofits, and in the publishing industry.   We discuss - particularly with regard to the US donor arena:  * Online donations have blossomed since 2011, to the point where people now have access to many online payment platforms, donation-by-text, etc. * Religious people are more generous than non-religious people; and so are low to mid-income people (in relative terms, as a proportion of their income), as compared to wealthy people * Monthly giving is an important strategy to underpin financial sustainability since it guarantees nonprofits potentially significant levels of dependable unrestricted revenue; this in turn allows the agency to do long-term planning. * In the short term, when setting up monthly giving as one avenue, it is more capacity and resource-intensive for an agency * Monthly giving as one donation strategy has been around for decades, but many nonprofits have only started focusing on it in a serious way in the last 10 or so years * There is some tension between the NGO sector’s aspired direction of ethical, authentic storytelling – what Erica calls ‘the complete story’ --, that starts from a program participant’s strengths and assets and the opportunities they have rather than from a deficit perspective, and the need of donors to feel that they contribute to a clear need. This tension is not yet fully acknowledged. * Intermediary nonprofit ranking and rating sites (e.g. Guidestar, Charity Navigator, Give Well, etc in a US context) fulfill a donor’s felt need for transparency and the ability to trust an agency, but such data is unlikely to shape  donation behavior of new donors in a major way.  * Child sponsorships are likely to continue as a vehicle for fundraising, but at a lower level than before. Many nonprofits’ donor pools are aging (a lot), and this will remain the case till current day Millenials and subsequent generations age themselves.   Resources: Erica’s LinkedIn Profile [https://www.linkedin.com/in/erica-waasdorp-544b74/] A Direct Solution consulting agency [https://5oaksconsulting.org/blog/], founded by Erica (the site provides lots of free resources on direct fundraising)   YouTube vid [https://youtu.be/YA9D-JhMZU4]
15. juni 2024 - 57 min
episode 075. What happens when a start-up nurtures an evidence-based culture: the Taimaka Project artwork
075. What happens when a start-up nurtures an evidence-based culture: the Taimaka Project
Summary What does the name Taimaka mean? To what extent are there challenges, as an organization, when you aim for evidence-based decision-making? What kind of culture is needed to truly live the aspiration of being evidence-based? In this NGO Soul+Strategy [https://5oaksconsulting.org/podcast/] podcast episode, I interview Dr. Umar Abubakar [https://www.linkedin.com/in/abubakar-umar-a95699166/] and Justin Graham [https://www.linkedin.com/in/justin-g-b8a0ab261/], co-founders and co-directors of The Taimaka Project [https://taimaka.org/] -- an NGO working in Gombe state, Nigeria, on what happens when a start-up nonprofit wants to nurture an evidence-based culture. Umar Abubakar's Bio: * Co-founder and director, Taimaka Project, an NGO working on child malnutrition in Gombe state, Nigeria * Medical doctor, Ministry of Health, Nigeria * Umar has degrees in clinical medicine as well as public health * He runs the medical side of Taimaka’s malnutrition program * Umar manages Taimaka’s team of nutrition care specialists, oversees hospital partners, and ensures that  patients receive the best possible standard of care Justin's Bio: * Co-founder and director, Taimaka Project * Worked in the past for the Special Inspector General for Afghanistan Reconstruction * Former intern at the Center for Strategic and International Studies (CSIS) * Justin oversees technology, finance, and innovation at Taimaka * He handles Taimaka’s tech portfolio and manages in-house digital case management database   We discuss:  * Taimaka Project is a start-up NGO working on child malnutrition in Gombe state in N-W Nigeria. * Taimaka Project stands out in how much attention it gives to rigorous evaluation of its program treatment methods (in this case with regard to child malnutrition related interventions).  * Using this approach entails the following question: what is the most amount of impact we can ‘produce’ or contribute to, per dollar spent?  * This can come across as utilitarian to some, and  a vigorous discussion about the ethical trade-offs of such an approach is always a good thing * If you want to promote an evidence-based culture, what does this entail? One facet: when you are told you are wrong, whether you are a leader or staff, you should take this personally.  * Taimaka regularly collaborates with academics on rigorous program evaluation. What are the ins and outs of working with academics, as a practitioner organization? * Taimaka is also shifting from a start-up into a ramp-up phase and is currently experiencing fast growth. What does this imply for policies, systems, and processes that now need to be built or adapted, and how do we preserve what is precious about the org's culture?    Quotes: ·       “We go a layer deeper in our measurement and evaluation”   Resources: Dr. Abubakar’s LinkedIn [https://www.linkedin.com/in/abubakar-umar-a95699166/]Profile Justin’s LinkedIn Profile [https://www.linkedin.com/in/justin-g-b8a0ab261/] Justin’s Email [justin@taimaka.org] The Taimaka Project [https://taimaka.org/] (sign up for their email newsletter if you want insight into their evaluation and (cost) effective measurement approaches) Tamaika LinkedIn Business Page [https://www.linkedin.com/company/taimaka/]   YouTube video [https://youtu.be/mQQQdNm00aI]  Click
14. mai 2024 - 1 h 9 min
episode 074. Can nonprofit program evaluation truly be made easy? Chari Smith artwork
074. Can nonprofit program evaluation truly be made easy? Chari Smith
Summary Quite a few smaller size social sector organizations assume that program evaluation is too complex or demanding an undertaking for them. Is that the case, though? If we want to introduce program evaluation to staff, leadership, and boards who have not yet been inducted into the importance of program evaluation: what are the most effective questions to generate genuine interest in and motivation to engage in such program evaluation? How can we build a more evaluation-friendly culture all around? Chari Smith [https://www.linkedin.com/in/chari-smith-636b982/], President and Founder of the consulting company Evaluation into Action [https://evaluationintoaction.com/about/] has written a book that gives clear answers to these questions: Nonprofit Program Evaluation Made Simple (2021). She explains her core argument in this podcast episode.   Chari's Bio: * Program Evaluation enthusiast: Author, Speaker, Consultant, and Trainer * President/Founder of Evaluation into Action, a consulting company * Program Evaluation Associate at Northwest Regional Educational Laboratory   We discuss:  * Chari’s book is meant for small to midsize nonprofits who have not yet taken up program evaluation, to make it achievable to them. The book is also meant for entry-stage evaluators * Chari values Beth Kanter's and Aliza Sherman’s definition of organizational culture  – “Organizational culture is a complex tapestry made up of attitudes, values, behaviors, and artifacts of the people who work for your nonprofit.” * If you apply a collaborative, inclusive, participatory, and non-siloed approach to introducing program evaluation, your chances of increasing buy-in grow considerably * Only collect data that you will actually analyze and synthesize into actionable data and that is likely to influence decision-making * A program evaluation-friendly culture cannot be ‘mandated’, on the one hand * On the other hand, the role of culture ambassadors – people who already are in favor of program evaluation – is important in instilling an evaluation-friendly culture * What's also important is the role of organizational ‘heroes’, and the use of stories, images, and narratives, while organizational artifacts (tangible objects that can be seen around the organization) can be used to signal a desired culture.   Quote: *  “By gathering data, nonprofits can pivot from a reactive stance to a proactive one, by acting on the data gathered”   Resources: * Chari’s LinkedIn Profile [https://www.linkedin.com/in/chari-smith-636b982/] * Website of ‘Evaluation into Action’ [https://evaluationintoaction.com/about/] * Book ‘Nonprofit Program Evaluation Made Simple’ [https://www.amazon.com/Nonprofit-Program-Evaluation-Made-Simple/dp/0578803887/ref=sr_1_3?crid=2D1713YAT2A0N&dib=eyJ2IjoiMSJ9.FX_fMPn0UApdBnUs1zgkYrG2w1N2HaDF1qjCQg5vL9cVQ8G8yThq3Jq4xRrhFZd3P92gyt0GZJyglOyXTn0GEA.H6VTJoUuqfH7k8CZvIXKmLSyI6wxdWWJz3NZBoa3A-s&dib_tag=se&keywords=nonprofit+program+evaluation+made+simple&qid=1710861581&sprefix=nonprofit+progra%2Caps%2C92&sr=8-3] * https://www.amazon.com/Happy-Healthy-Nonprofit-Strategies-without/dp/1119251117/ref=sr_1_1?crid=10PQT12D3TQB4&dib=eyJ2IjoiMSJ9.DSdeBNFEPjK4jrjYFzggNSBFNYs3LBvbzx_DCwbso5lfmV_V0-Oh9Lv1sWryBeniL_yWiJ7kR89M0nNrxLFESdRe-_EmdVxfgryDqlt4edUp3weknyKHhME78C0unxw8jcE4_YCVOOcitzsBULwalePdSSIOXezsnUgY2T0g7DjH6OptbdXKDUSwoc2m2UIfTEn-TBc5OqDrqI9afEv9bphOsXcUqHRZ7gr_OgrKOYY.SRRvFVJ15XZQP7KY705PaoYXNwySDBaOkMFUJ67-44c&dib_tag=se&keywords=The+Happy%2C+Healthy+Nonprofit%3A+Strategies+for+Impact+without+Burnout&
19. apr. 2024 - 53 min
episode 073. From a hub and spoke to a horizontal network model: Anu Kumar @ Ipas artwork
073. From a hub and spoke to a horizontal network model: Anu Kumar @ Ipas
Summary What are the main benefits of a network structure, where power, authority, and leadership are dispersed and shared across regions, from an effectiveness perspective?  What are the most important enabling habits, practices and behaviors that go with that, as a change leader? And what are the most valuable network-related frameworks, concepts, resources, and tools at work in moving towards this structure? In this NGO Soul+Strategy [https://5oaksconsulting.org/podcast/] podcast episode, I interview Anu Kumar [https://www.linkedin.com/in/anu-kumar-6b7a8a52/], President and CEO at Ipas [http://www.ipas.org/], on the why, the what, and the how of changing an organization from a hub and spoke to a horizontal NGO model.   Anu's Bio: * President and CEO at Ipas * Former Chief Strategy and Development Officer as well as Executive Vice President at Ipas * Senior Program Officer, Program on Global Security and Sustainability, Population and Reproductive Rights, MacArthur Foundation * Program Officer, MacArthur Foundation * Social Scientist in Human Reproduction, WHO   We discuss:  * Ipas is the leading technical org that advocates for access to contraception and abortion services, globally * Traditionally, Ipas has had a hub-and-spoke organizational model, like many traditional NGOs * A strategy change – for Ipas to contribute to a sustainable global contraception and abortion access ecosystem – demanded that countries would take over much of the lead in Ipas. So form followed function * Ipas started its change towards a network model by defining what decentralization meant for itself * It then defined shared leadership as its management model, and articulated change behaviors, practices, and management set-up as required next steps * Subsequently, it changed its structure to that of a network in which the US no longer was the primary member, and a Network Leadership Group, a Staff Community Council, and a NetCare group were formed -- the latter nurtures the network * Ipas explicitly chose not to become a (con)federated organization and to remain a corporate hierarchical structure * As a next step, it adopted horizontal decision-making for some of its decision-making on budget aspects and recruitment * Adopting a horizontal management approach does *not* mean there is no hierarchy anymore: the CEO, CFO, and a few other executive leaders still have some positional power, but their  realm of decision-making is now reduced * Decentralized decision-making means faster decision-making; more cross-country collaboration is also happening that's not involving the US. * Role clarity is still an issue to be improved upon. On the other hand, global coherence was facilitated through a codified collaboration agreement * Ipas' board, still based in the US, retains fiduciary responsibilities, so compliance continues to be important   Resources: * Anu's LinkedIn Profile [https://www.linkedin.com/in/anu-kumar-6b7a8a52/] * Ipas Website [http://www.ipas.org/] * LinkedIn article [https://www.linkedin.com/pulse/lets-stop-talking-decolonizing-global-health-actually-anu-kumar-jrsfc/?trackingId=Duj48TsCRsGJW09wrYCJiw%3D%3D] on Ipas change approach by Anu Kumar * Bridgespan consulting group article [https://www.bridgespan.org/insights/reimagining-global-operating-models] on Re-imagining Multi-Country NGO Operating Models * Samantha Slade’s book was informative for Ipas's change journey: Going Horizontal [https://goinghorizontal.co/book/]   YouTube
31. mars 2024 - 55 min
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