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    Business

    The Nonprofit Exchange: Leadership Tools & Strategies

    The Nonprofit Exchange is built for nonprofit leaders, board members, donors, and interested parties.

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    Latest Episodes:
    Joe Homs on Collaboration and Authenticity Jun 10, 2018
    Show notes

    Collaboration and Authenticity in Nonprofit t Leadership Transcript of the Interview with Joe Homs Hugh Ballou: Greetings. Welcome to this edition of The Nonprofit Exchange. This guest today is a connection through the co-host, Russell David Dennis. And Russell, you met this guy a few years ago, right? Russell Dennis: A few years ago, yes. They were doing an interesting project that helped you expand your mind. Since that time, he has gone light years ahead of that. Don’t let that youthful appearance that you’re about to see fool you. This man is loaded. He’s got lots of learning, brings lots of experience to the table. He’s doing things to help people be more authentic, and he is all about collaboration. That’s our language. I’ve got a bio here that’s just to brag him up, but I’ll let him tell you about himself. Go for it, young Joe Homes. Joe Homes: All right. So hi, everybody. My name is Joe. Last name is Homes. And, I’m now a partner at a company called Your Charisma Coach. And we teach people how to charismatically influence people to just kind of be a force for good in the world, to really connect and to share your own humanity with someone else and really to just again be a force for good in the world. We teach people through seminars, products, things like that. For myself, I came up a backwards way in industry, in jobs or whatever. My first job was at a venture capital firm, which most people don’t start out with; they usually are successful entrepreneurs or something like that, and then they take all their money and invest there. I started there and was just the jack of all trades and worked my way up. I eventually became the entrepreneur in residence role. I got exposed to a lot of different companies, a lot of different industries, a lot of different things. Then I went to college, so I started doing that job when I was like 17. It was ridiculous. Then went to college, finished out that fund, and became a management consultant. Traveled around the world, did all kinds of stuff there. My job essentially ever since has been going into organizations, and make people act quickly, get in contact with them, know them, sometimes better than they know themselves, and help them fix problems and collaborate and do that kind of thing. I met some friends a few years ago, and we were at a seminar together. All of us are doing our own different things. These other two gentlemen are very successful in their own right. We all decided to come together and create something amazing. I just joined this company as a new partner. We are just so happy to basically connect the world because we see, at least I see the world going in a couple of different ways. One is where technology, software is eating the world. That was my old world. I have a degree in computer science. Software is doing amazing, cool technological things. The other way that the world I see is going is we are in a connection economy. We are in that place where you reach out on Facebook: Who is the best plumber in my neighborhood? You reach out to a connection that you met years ago, like I reached out to you Russell because I saw something go by on LinkedIn. I haven’t spoken to him in a while; let me see how I can connect. I ended up being here on your podcast. This is great, of course, but it’s just a wonderful thing where you can just go up and connect with people. We saw those two things happening, where technology and psychology are diverging. We wanted to bring them back together and give people a chance to connect with their fellow human beings and show people how to do that. Charisma is a skill. It’s something you can learn. It’s something you can always get better at. It’s an interesting thing. I hope that suffices to say who I am and what I do. Russell: It does to a degree, but man, there is so much more there that is phenomenal. You talk about the word “charisma.” A lot of people think that charisma, they look at a figure that is out there, that everybody knows, somebody like a Les Brown or a Dave Austin or a Dan Car? That is full of energy, high profile, extroverted, but that’s not who everybody is. When it comes to nonprofits or for-purpose businesses, that is what they really are, relationships are everything. I think we went through a period in our society of extreme narcissism, and now people are starting to understand that no matter what you do, relationships are at the center of that. A lot of people probably feel like they’re in the dark. You either have all of this juice and charisma. You’re either open or you’re not. That is not necessarily the case because everybody’s a little bit different. My first question is: Is there a natural tendency for people to step away from their authentic selves in order to try to make an impression on others? Joe: Absolutely. And you’re correct that not everybody is Oprah. I would posit that you don’t need to be. We already have Oprah. She is great at being Oprah. I personally am not Oprah. I don’t want to be. My business partner is completely different from me. Russ, you’re different. Hugh, you’re different. We are all different. That’s what makes us that much more valuable. There is definitely a natural tendency for people to step away from their own greatness. They look at those very charismatic people who are out there showing the world who they really are. The natural tendency for people to step away sadly happens to most of us in the Western world for various reasons, social circles telling us we’re not good enough, the media giving us unrealistic expectations of who we should be or what life should be like. You’ve got to realize that most people are afraid to express who they are. That natural tendency is definitely there, but I look at people who eventually get to a point in their lives. It’s usually someone who is a little older, and they realize basically no one else cares, so why should they? You look at someone who is old enough, experienced enough, and they just don’t care anymore. They’re truly who they are. They’re themselves. They just go, “You know what? I’m just gonna be me.” Those people are the most interesting people to meet, to talk to, to work with because they’re just being themselves. I’d say that yes, there is a natural tendency to step away from being their authentic selves, mostly because there is fear there. If there is, it’s hard for you to be silent with another person, if it’s hard for you to go out there and express yourself, if you’re constantly having to say, “I’m going to fake it until I make it,” an authentic person doesn’t have to fake it. They’re going to say, “This is me.” Look to reducing that fear for yourself to help yourself there. Russell: I prefer “Act as if,” to “Fake it ‘til you make it” because you’re not putting up a façade or trying to be something you’re not. I think that throws people out of their greatness because really the further we move away from our authentic selves, the less greatness we have. You work with business leaders from Fortune 100 companies. You work with nonprofit leaders. You work with government entities, a little bit of everybody. People interact. It’s all about relationships. How might the idea that people think they have to put up a certain impression, how could that hamper them in their role as a nonprofit leader or business leader or government leader? Joe: The important word there is “leader.” In business, in life, in government, in for-purpose businesses or nonprofits, however you want to call it, you’re there to lead for a change. If you’re going to step away from your greatness, that is going to hamper your ability to actually lead. An invisible magnet sit sin between people. It’s called trust. We have huge sections of our brain that are dedicated, hard-wired to figure out congruency, trusting people. As human beings, we have to evolve over many thousands of years to learn: Is this person taking advantage? Is this person contributing to the group? We’re very good at sensing any incongruence. When you have an incongruence, you don’t trust that person. If you don’t trust that person- Think about it. If you didn’t trust someone, could you really be influenced by them? If someone is holding a gun to your head, you can’t really trust them. They might influence you in that moment to get what they want done, right? But if the external threat is removed, you don’t trust that person. You can’t rely on their word. You can’t rely on them to say what they’re going to do. If I say, “I’m going to take this left turn, and I go right,” that erodes some trust. Sure, there are different things in life where you say you’re going to do one thing and circumstances make you have to do another. That’s fine. Again, if you’re the kind of person who says, “You know what? I promised you this; this happened. Here is how I’m going to make it right,” an apology makes all the difference. We make mistakes. We all screw up somehow in our lives. It’s the way we get back into trusting relationships with the people around us that really matters. If you are going to step away from being your authentic self, people will see an incongruence. They may not necessarily know what it is. They may not be able to put their finger on it, but they will say, “I don’t know. I don’t know about that person. I don’t know if I can trust them.” So it will hamper your ability to be a leader in the world, to get the change that you’re looking for in the world. If you’re not going to be your authentic self, whomever that is- There are people out there who are, as far as I would be concerned, super weird. I’m not just gonna connect with that person. But they are totally authentic. And their audience is massive and exploding because the people who love them are there with them. The people who don’t, mostly it’s just like, “I don’t care. I won’t pay attention.” Being authentic creates trust. It creates relationship. If you step away from that, you’re only hurting yourself and your cause. Russell: I think one of the important qualities that leaders in nonprofits recognize is this need to influence people. You have to influence people to serve on your board. You have to influence people to give to your cause. You have to influence people to use your services. Probably a lot like other businesses, this notion of influence makes people very uncomfortable. One of the troubles that I have seen leaders have in all types of organizations is this need to be a Superman or a Superwoman, where the buck stops here and they get it all done. How much of that have you run into? What are some of the problems you’ve seen that people have created for themselves as far as being able to build good collaborative connections that serve both parties? Joe: This is a multi-part question. In terms of people being a little bit worried about influencing and leadership, the right kind of leadership that you want is the kind where you go first, where you’re the one out ahead, forging the path, doing the thing that you, creating the world that you want to see. If you’re doing that the right way, people will follow you. The very definition of being a leader. If you are having to convince someone and cajole someone and force someone into a position, you’re not really leading. You’re forcing. And the idea of force versus influence is an important distinction. I could force lots of things to happen in my company, in my relationships, in my life. But force requires constant attention. It requires you to always be there forcing the issue. Eventually, force tends to backfire. The idea of physics: If you are pushing on something, whatever force you have, an action has an equal and opposite reaction. You want to be leading someone. You want to be pulling them along rather than pushing them along. That’s first. That’s what true influence and authenticity is about. You’re saying, “Look, this is the world that I’m creating. Do you want to help me create it? Let’s go! However you want to join is going to be up to you, of course.” The second part of: How do people go wrong? How do they get trapped in this? They will have several complexes. One is that savior complex of, “I’m the one who has to do this.” They feel that if they are not the one to do it, they somehow won’t get credit. They won’t feel good at the end of the day. But you look at massive organizations that tends to have to be a way—human beings, we set this up—is what business doesn’t have one or two leaders at the top? Do they get all the work done in these massive organizations? Absolutely not. What they’ve done and their real contribution is systems, to delegate, to make this kind of thing happen. Stories that I hear where people do well by themselves in this is companies like Toyota. Massive corporations. They didn’t use to be as massive as they are now ,but still pretty big. They’re making cars for the American market. Long story short, any worker at Toyota could just stop the line. They had a little pull chain. You pull it like this, and this entire lane of cars, hundreds of cars in a row on the assembly line, just stops. Everyone rushes over and realizes there is a problem here that they have to fix. We have to fix it for good, not just fix it today. If someone collapses, that’s obviously not good. But that is a system you have to put in place. Why did that person collapse? The idea of the five Why’s comes out there. You’re asking Why? five times in a row. You get to the root cause of the issue there. You can read about that kind of stuff. The other stories I remember of this guy I know is named Derek Sivers. He had a company called CD Baby for a long time. He sold it in an interesting way. He created a nonprofit that pays him while he is living. When he is gone, it is going to go toward music education. Very interesting guy. If you ever need to look him up, I believe it’s Sivers.org. Really cool guy. What he did when he realized he was the bottleneck of his company is he did the same thing. He would get a question from one of his employees. He would stop and say we would create a system that solves this problem for the company. I never want to have to deal with this again. For the first few weeks, it was hell. I don’t want to have to do this. He took the initiative. He led, and then he showed his team, “This is the way that I think. This is where the idea of culture comes in. Let me show you how I think about this kind of thing. Then you guys get to go and do this.” Eventually he said, “You guys come up with your own systems and your own things.” Eventually, he was able to exit the company because he had created this massive set of systems that let the company run and become its own organization and make its own way. Russell: And that is the work that SynerVision does. We teach people- Joe: Absolutely. Russell: How to implement systems that serve them and move them forward. Through creation of systems, co-creation of systems, everything comes together. In order to make an impression on people, good leaders need charisma. We talked about charisma. Marcus on Facebook asks, “What is your favorite book on charisma?” Joe: Ooh. Marcus, it’s funny, is one of my partners. He is trolling me a bit. Let’s see. Russell: He wants to make sure you are not sleeping in the board meeting. Joe: One of my favorite books on charisma is a book. I’m going to have to look up the name here. Give me a second. One of my favorite books is, there is a book called The Way of the Superior Man. I like this book because it’s got a few really good insights in it. For me, I read this book about once a year just because I find it so interesting. Don’t let the title scare you away if you’re a woman. In fact, if you’re a woman, you should read this because it’ll help you understand the men in your life to a greater extent than I think a lot of self-help and development stuff might show you otherwise. We talked earlier about being authentic is one of the best ways of being cha…

    Full show notes at the publisher

    Interview with Scot McCarthy May 29, 2018
    Show notes

    Transcript of Interview with Scot McCarthy Hugh Ballou: It’s Hugh Ballou. It’s another great version of The Nonprofit Exchange. We are four years into this, Russell. What do you think of that? Russell Dennis: I think the next six we are going to blow the lid off of this thing. Hugh: You blow the lid off every week. Russell: And grow and grow and grow. Hugh: We have a mild-mannered man here in Lynchburg. He has got a lot under the hood. He’s got a little hair there. He hasn’t quite reached your perfect head status yet. Scot McCarthy is a man I met at the business alliance here. We have some mutual friends here. He has referred me to folks, and I’ve referred him to folks. I’ve determined that he has some really unique expertise that is applicable for these nonprofits that we’re talking to. We try to give them really good sound business principles because we are actually operating a tax-exempt business with a lot of rules for the IRS. Welcome to The Nonprofit Exchange, Scot. Scot McCarthy: Thank you. Good to be here. Hugh: Tell us a little bit about yourself, a little bit about your background, and what is it that you say that you do. Scot: My son doesn’t believe me, but years ago I had a full head of hair. He looks at this today and says, “No, that’s my future.” It’s kind of funny. I found a couple pictures of myself in high school where he is today. I had a nice, big, thick head of hair just like he has today, and it was sad that I kind of saw the soul sucked right out of his body. I’m trying to help my son recover. But in the meantime, what I have been doing with my life is working in the corporate world, the nonprofit world, and everywhere in between for the last 20 years or so on organizational development and organizational effectiveness roles. I have a lot of time with individual teams and leadership development programs. I find that there is a nice translation between what we try to do in the for-profit world with our human resources to deliver for our customers and in reality we do the same thing in the nonprofit world. In fact, what I’ve found is that it’s even more important on the human development side in the nonprofit world because we tend not to have a whole lot of headcount to work with to get the job done for our customers and our client base. I’ve had a great career about 20-25 years in organizational development work. I have had my own company, Stylewise Partners, for the last three years, and I work with for-profit and nonprofit organizations. Hugh: You work regionally, or you work nationally? Scot: I work nationally. I do a lot of work for Stylewise Partners regionally, but because I have had such a fortunate network with General Electric and GE Capital and a number of different organizations over my career, I get called by other companies out of Richmond, out of Boston, out of Colorado, and other locations to come help them with organizational development work as well. My work takes me domestically, and in the past, internationally as well. Hugh: Awesome. And you and I have similar work, but you do it a little differently in a different segment. We have a passion for enabling and empowering and encouraging nonprofit leaders. One of our guests a few weeks ago, Romal Tune, said we have a for-profit business, but this one is a for-purpose business. I really liked it. What are we going to talk about today? Scot: Today, what I thought we’d touch on is seeing the fact that nonprofits have to really get the most out of their human resources, I wanted to talk a little bit about engagement. How do you help folks in what can sometimes be a stressful or resource-restricted environment to still come in with their passion on fire and get the most out of everybody on a daily basis in the nonprofit world? I think employee engagement is the topic that is on my mind today. Hugh: We have purposeful organizations, and it’s important to have purposeful people do purposeful work. That is a good continuity piece. HR. Talk a little bit about HR. A lot of charities don’t even think about it. You said HR, didn’t you? Scot: Yeah. Hugh: I heard that. By the way, Russ, we’re having a coffee. Some of my freshly roasted espresso beans with a little latte. If we could, we would share it with you, but we can’t. Russell: Just don’t have too much of it. I don’t want you guys to look like a pair of operators before the broadcast ends. Hugh: That’s it. We want to keep it lively. Talk about HR. Do you work with HR directors in for-profits and for-purpose organizations? Scot: Yes, absolutely. In fact, my career was, I kind of think of HR as two legs of a stool or two pieces of the pie. There is the policies and procedures and regulatory side of human resources, and what we can and can’t do, and where we need to make sure that we remain compliant. Then there is the human development side of HR. That’s really where I focused in my career. Honestly, I just never found my passion around the policies and procedures and that side of HR. Absolutely critically important. I think that’s something that nonprofits really can take advantage of HR leaders in their communities where they can gain that expertise. I have worked for HR leaders in nonprofit health care and in for-profit financial services that were absolutely phenomenal, and both offered their services continually to nonprofits in the area to help make sure that they were taking care of all the crossing of the T’s and the dotting of the I’s. Hugh: That is so important. Russell, in your experience working with a number of nonprofits, is there a gap in competency in this area of human resources? Russell: Talking to people to really find out what they need is important. It begins with finding out what’s in it for them, whether you’re asking a volunteer or someone on your board or bringing them in to work: What are your motivations? You don’t always have a lot of money to work with, so you will have to find some of those other motivations, whether it’s building your personal network or getting some visibility through something they create or through some growth opportunities. Are they students? Are they padding their resumes? Are they seniors looking for a way to make a difference? It really boils down to effective relationships and having people connect with you on that level. Hugh: And you mentioned the two sides of HR. I see this more and more. Sometimes they are dividing the work. There is a person that does culture. It’s personal growth. How do we nurture this culture development? That is my passion. The other side, you have the legal compliance piece, to keep you out of trouble, which is important. Those two really need to work together because we can do culture creation, which empowers the compliance piece. If people function at a higher level, not only are they more fulfilled personally, but their work is more efficient, more effective. Scot: Absolutely. A lot of times, I really enjoy helping organizations, especially nonprofits, focus on what are the behaviors that make up that culture? What is our mission and vision? What are we here to do to deliver in the marketplace and in the community? What are the key behaviors that we need from our people to deliver on that mission and vision? Where I see that tie coming in is that when people are not displaying the right behavior, the right motives, the right purpose, that’s when we get into trouble with the compliance issues. That’s when people are bending the rules a little bit too far and going to the point of breaking them versus remaining compliant and again crossing all our T’s and dotting all our I’s. Hugh: In talking about behaviors, there are tools that we can take instruments that we can do, like DISC or Myers-Briggs or some of those tools. Do you use some of those tools? What is the benefit in using any of those instruments? Scot: Absolutely. I am a strong believer from an internal perspective on Myers-Briggs, what my own personal preference is for how I integrate with the world and how I interact with the world. From a visible behavior perspective, I think Insights is a tremendous tool. I think DISC is a tremendous tool. I use DISC all the time from an individual coaching perspective, from a leadership coaching perspective, but then as an organizational culture and team development perspective as well. I think it’s important. We have to, especially in a nonprofit, where the teams are typically smaller, and we need to be more flexible in how we work with each other during the day to be able to understand why Scot approaches a certain task or certain responsibility differently than Hugh does differently than Russell does. Not to necessarily say I am right, you are wrong, or you are right and I am wrong. But just know that this is how Hugh approaches things, this is the strength he has, this is the benefit of his thought process that he can bring to the organization. How do we get the best out of Russell? How do we get the best out of Scot? How do we get the best out of Sally and Jane and really come together to be a strong cohesive team? Hugh: It’s good when you go through that as a staff together. I did Myers-Briggs several iterations with different church staffs. I remember one in Florida where we had been away for a three-day retreat. Part of one of the days was Myers-Briggs and the understanding of what it means and how introverts and extroverts relate to each other. I go in the choir and get them on the edge of their seats and say, “Guess what? I found out something about myself!” “Okay, what?” “I’m an extrovert!” They went, “Boo, hiss. We know that.” Scot: That was easily read, I can imagine. Hugh: I’m like way over. The bar was over. ENFJ. Yeah, you could figure that one out. Scot: Get stuff done. Hugh: Make a decision. But I also, the liabilities of that, J’s make a decision without enough information. P’s, Perceiving, need more information, but they wait too long, so having the relationship, which is the foundation of leadership, I think, having the relationship of those two balance each other out. Does DISC offer different kinds of elements than Myers-Briggs? I think a lot of people know Myers-Briggs or know about it. Scot: Yeah, DISC is another acronym. We don’t need another acronym in life, but here it is. D is around Dominance, or how do I overcome obstacles to get things done? It’s about challenging the status quo. It’s about gathering information from different pieces, making a quick decision, and moving forward. I is around Influence or relationships. I is the human side of things. I’s come into the office on Monday morning and check in with everybody, saying, “How is the weekend? How did the kids do on their sports teams? Did you go to church? Did you like that song that we did?” It’s all around the interactions. Meanwhile, the D’s are going, “Get to work. Come on. Let’s go.” The S is around Steadiness, which is around the piece of, “Do I enjoy a nice steady pace in my life?” like opening up a box to put up a ceiling fan in the house. A high steadiness person would open up the box carefully and take the inventory, go step one, step two, step three, step four, and eventually put up a ceiling fan. A non-steadiness person would rip the box open and just start putting stuff together. It’s neither here nor there in terms of what’s right and what’s wrong; it’s just how you go about life. Steadiness is around the pace of life. I happen to be a higher steadiness person. If my wife, who I love dearly, comes to me on a Saturday morning and says, “Can you get this done today?” it will get me crazy because I already have my Saturday scheduled out. Sometimes, S’s have trouble with priorities because if I have my list of 10 things I am doing on that Saturday, if the kitchen is on fire and the wife asks me to put the fire out, it is #11 on my list. I have already got my top 10. Hugh: Funny. Scot: That’s a little bit about high steadiness. C is around Conscientiousness. How do we handle rules and procedures set by others? Do we follow the rules? Or is it more of a Pirates of the Caribbean thing where the rules are just guidelines? So that’s a little bit about DISC. It’s very visible. The thing I like about DISC is you can see if someone is a rule-follower or a rule-breaker. You can see if someone has a preference for a step one, step two, step three approach to the world or if they like to fight fires. I have a friend of mine who is an emergency, ED, doctor in the hospital. Step one, step two, step three kind of applies, but he loves not knowing what is coming in the door next. If he was put into a cubicle and said to balance these T sheets with debits and credits, it would drive him crazy. All of that comes into play in the world of nonprofit in terms of how well leaders know their people and what their people are best at and how you can best utilize those resources that you have on your team. DISC is a very effective tool to be able not only to have your team know each other better, understand each other better, come together as a team, but for the leader to have that information to go, “Ah, Hugh is the guy who will make sure that we are doing things with quality and accuracy. Jane is the one who is going to push us to make that decision when we have enough data and push us forward. So-and-so is the people person. They will be great in marketing these new events we have coming up.” It’s a tool that you can use to really maximize the effectiveness of your team. Hugh: In its best sense. There is a weakness side, too. I got a couple of follow-up questions. It helps you discover yourself and your own style. Being authentic as a leader is part of what Russ and I teach. It’s also important to know that when you are talking to your donors. You said across the desk, bottom line person, get to the point, or do you sit at the corner of your desk, talk about family? Can you tell about a person? You’re not going to tell them to take a profile and then proceed from the DISC profile. Can you get to know them before you present so you know where they fit? Scot: Yeah, I think so. In some of my DISC presentations, I have a slide that gets to that in terms of: If people are focusing on When, When is it going to be done? When do we have to have this? The decisions that are being made. That tends to be someone who focuses on the D or the Dominance. It’s time-oriented. We need to do this, make this decision, and move on. If they tend to focus on Who, Who needs to be involved? Who do we need to communicate with? Who do we need to gain information from? Might be dealing with someone that is a Higher I or Influencer. If they talk about process a lot, like what happens first? What happens next? What happens next? What happens next? That tends to be high steadiness because they are so process-oriented. If they are focusing on the rules and regulations and they are trying to always focus on delivering with quality and accuracy, that tends to be highly Conscientious. You can almost pick up DISC characteristics and preferences based on what people tend to focus on and what they are asking us about. Hugh: We need to know what people are presenting to and how they receive information and how we are going to relate to them. There is also a negative side. I’ve seen people with Myers-Briggs and DISC try to cover up their weaknesses by saying, “This is my profile, so get over it.” They use it as an excuse because they really haven’t developed the relationships and accountabilities with people or gotten to know the usage of it well. Do you want to speak to that side? How do we prevent that from being a problem? Scot: I think that’s really important. I think the other learning that we need to bring in there is maybe a little bit from Goleman in terms of emotional intelligence and social intelligence. We can always capitalize on our strengths, and I do encourage people to do that. Recognize that a high D brain brings certain characteristi…

    Full show notes at the publisher

    The Nonprofit Exchange 2018 Sessions Review May 06, 2018
    Show notes

    Hugh Ballou and Russell Dennis Review 2018 Quarter One Highlights for The Nonprofit Exchange.

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    Romal Tune: What Happens When Men Heal? Apr 29, 2018
    Show notes

    Romal Tune:What Happens When Men Heal? The Impact of Life, Leadership, and Legacy! Romal Tune is committed to this five-word sentence: “Help the hurting find healing.” He equips people to heal the wounds of their past, bravely offering his own journey as a case study of raw transparency and refreshing honesty. Romal is dedicated to helping others overcome shame, self-doubt, and self-sabotage and discover a new path to wholeness. This commitment is rooted in the Belief that whole people comprise communities that are economically viable, emotionally healthy, and socially responsible. As a speaker, seminar leader and author, Romal guides audienceces to discover and embrace their unique stories. He is a global leader who equips individuals, organizations and institutions to recover from setbacks and achieve success by acknowledging the past embracing the future. For more information go to https://RomalTune.com https://clerestoryworks.org Transcript of the Interview with Romal Tune Hugh Ballou: Welcome to The Nonprofit Exchange. Russell, welcome. Russell Dennis: Greetings. Happy Tuesday. Hugh: Russell David Dennis, co-host every week. We broadcast live on Tuesdays at 2 pm on Facebook. We record for the podcast, which you can find on iTunes or anywhere you find podcasts. Oh my goodness, I heard this guy last Saturday. It was amazing. He was a keynote speaker at the Methodist Conference in Virginia. It was a whole conference about race, diversity, and how to rethink how we relate to each other. I was so impressed with him that I called him up and asked him to be on the podcast. He said yes. Here we are. Romal Tune, welcome to The Nonprofit Exchange. Romal Tune: Thanks for having me on. It’s good to be with you guys. Hugh: Did I say your name right? Romal: You did. Hugh: It has a really neat ring to it, Romal. We don’t make a practice of reading long, boring introductions. We like for our guests to introduce themselves. Tell us about yourself, your background, what’s brought you here, basically your story. What’s your passion? Romal: My passion is I am a storyteller. I love to tell stories of redemption. That comes out of my own life experiences growing up in northern California in the bay area. I lived in San Francisco and throughout the bay area. Inner city kid. Life challenges. Mom was a substance abuser and had some challenges with alcohol and addiction. But that wasn’t her whole story. Prior to that, she worked in the world of banking. Oddly enough, her success led her into addiction. We lost everything by the time I was in middle school. Went to live with my grandparents. At the age of 16, I moved to New Jersey and lived with my dad until I graduated high school. Signed up in the army. Desert Storm ’88-’92. Accepted to Howard University. Went to Howard from ’92-’96. Plan was to go to medical school. After I graduated from Howard, I was preparing to take the MCAT and working as a clinical research associate on phase 3 pharmaceutical studies. Working in a church. Volunteering and teaching some Bible studies. Didn’t grow up in the church. I ended up in the church simply because I had a girlfriend who went to church. She said, “If you want to be with me, you have to go to church.” I said, “Okay, praise the Lord, whatever it takes.” Had a passion for it. Realized one day sitting at my desk at a pharmaceutical company, phase 3 studies, I had a Bible study lesson and realized I loved the teaching and I probably would have been a really good doctor, but I wanted to go into ministry. I went to Duke University for graduate school and got a degree in religion. Never really worked in a church full-time. About 12 years ago, I started my own consulting company doing strategy and public relations in a variety of settings from corporate to large nonprofits, political campaigns, doing strategy and faith community strategy. Wrote a book four years ago. That book told my story of my journeys and challenges in the inner city and how I overcame them. Most recently, I wrote another book entitled Love is an Inside Job: Getting Vulnerable with God. There it is, Hugh is holding it up. That book is really about a journey of a life of fulfillment through the lens of therapy and faith. It deals with vulnerability. I always tell people, if you know Brene Brown, I am Brother Brown. I talk about my journey and the journeys of others that have had to overcome life challenges to find a deeper sense of meaning, fulfillment, and the very real way, peace of mind that is rooted and healing in your story, having a clearer sense of who you really are in the world, and letting everything flow from the inside out so that your success is actually an outward expression of internal wholeness rather than expecting those things outside of you to make you feel whole. I learned the hard way that it doesn’t work. Everything flows from the inside out. Hugh: That is amazing. You studied with Will Willimon at Duke, didn’t you? Romal: I did have a class with Will Willimon, yes. Hugh: He has been a guest on this podcast. As you might imagine, he had some profound things to say. You had an amazing story about writing a letter to Richard Rohr, who is quite the influencer. He gave you time and spent the day with you. Is that right? Romal: This was even before I knew I was going to have a book coming out. I did not have a book deal at the time. I came across a friend on social media who posted a Rohr quote about daily meditations. It was powerful. I started following him, getting those meditations via email every night. Some friends were planning a retreat with Richard. I didn’t know him. They were asking me for some advice around strategy. I said, “Here is the deal. I will help you with strategy free of charge if you somehow connect me with Richard Rohr. I am a big fan. I have been reading his books. I get his meditations.” They couldn’t guarantee it. He had been ill at the time, battling prostate cancer. They introduced me to his executive director via email. I wrote a letter. He gave it to Richard. Literally, I would say two days before Christmas, Richard Rohr emailed me himself and said, “Hey, I am recovering from prostate cancer. I am feeling better. I have been reading the letters. Yours is the first one I read. We can do a call if that’s what you’d like, or if you have time, you can come and I will spend the day with you here in New Mexico.” I did that. I booked the ticket. We identified a day, and I spent a full day from 9 in the morning until about 8 at night just hanging out with Richard Rohr, asking questions. He asked me a lot of questions. Oddly enough, some of his questions were specifically around race, and mine were around meditation and understanding my story through the lens of healing and redemption. We started building a friendship. We stay in touch quite regularly. When Love is an Inside Job was ready to come out, I asked him to write an endorsement, so you will see it in the book. Bob Goff is in there and Parker Palmer. People I have been fortunate enough to meet along the way. Hugh: Richard Rohr says, “This book fully engages you from the very first page with deep humanity, dear honesty, and yes, vulnerability.” Having that kind of quote from Richard Rohr is a big deal. If people listening to this podcast don’t know the name Richard Rohr, he is a person who will help you shift your paradigm and rethink your basic tenets of faith and your journey will be empowered in a very different way. Romal, I will help you with your strategy if you will introduce me to Richard Rohr. Romal: Deal. Hugh: My wife couldn’t put this book down. It’s on my queue. I have two ahead of it. Romal: I don’t know who those other two books are. Hugh: They are other friends. I do have a lot of author friends. I have already read it because she reads it to me. She is not reading anything else. She is finishing your book. It is profound. We talked about Richard Rohr shifting the paradigm. When I heard you speak, you were on for two and a half hours. Romal: Two hours you had to endure me talking. Hugh: It went by fast. It went by fast. Romal: That’s called a nap, Hugh. Hugh: I took notes. You helped us look at things in a different light. Go backwards a little bit. You pivoted, when your girlfriend said, “If you want to see me, you have to go to church.” You studied for Bible study. You were digging into the scripture. You didn’t grow up with this tradition. In a way, you have a way of seeing this in a very fresh light. What was the biggest pivot for you to go from where you were to where you are? Romal: There have been multiple shifts and pivots along the way. I think the first was with church, it gave me the first opportunity to shift my narrative and find a new way of being in the world. Much of my story and my identity in terms of who I believed I could become in the world, my capabilities, were shaped by my experiences growing up in a very challenging environment, which created some self-doubt, some insecurities, some uncertainty about the direction of life. Becoming a follower of Jesus in the context of a Christian community gave me some other people to be around to look at how different their lives were from mine and how their faith played a role in their lives. I was able to then look at how might my faith propel me in different directions and shape a new narrative for me? That was the first pivot. For many people, when they come into the church like I did, you not only begin to have a deeper relationship with God and your faith, but you also at the same time are learning how to do church. It’s like even in the workplace, you go in, you are selected for a specific task, but you are also learning the culture of that environment and what it looks like to succeed there. In the church world, you are also learning what it is like to succeed in church, to be okay there, where to sit, where not to sit, what things you can do, what things you can’t do, how to schedule a meeting room and the politics of space. I learned how to do church in the midst of growing my faith and then realized that in that process, I was also needing to suppress a part of my identity in terms of my upbringing and challenges I faced that were not welcomed in the church, at least the kind of church I was in. It was more based on who you are now rather than the story that brought you here. Those things play out in the workplace, too. We are oftentimes conditioned to leave certain parts of us at home so that we can function at a high level, at least at what we think is a high level in that context, not realizing the only way to truly function at a high level is to bring all of you into context, in the workplace or in the church, because nothing is wasted. There is wisdom in your story. The next pivot was actually withdrawing from church. There is a chapter in the book where it says in order to save my faith, I had to lose my religion. To draw closer to God required retracting from the things that I thought were the structured boundaries of who God could and could not be for me, which were some of the social norms of church rather than the actual Biblical narrative of how God uses all of your story and can redeem it. There is power in your broken places that can help heal others. Spending that time alone with friends who were of the faith, who were still in church, I was able to redefine myself based on a deeper relationship with God that had more room than the walls of the church. The next iteration is what I call the altar call, the return back to the community within the context of the congregation. But now bringing all of me into that context. Hugh: Wow. We are speaking to leaders out there who are running what we reframe the popular name is “nonprofit.” We are the only industry in the world who defines ourselves by what we are not. We are really a social profit. We are a social benefit. We are a tax-exempt charity. We are a business that has special rules and provides impact for people’s lives. Lots of things that we are. I experience a whole lot of leaders that define themselves by the damage of their past. They’re limited because of their family heritage. You met my wife, Leigh Anne Taylor. Just before you left, she got a stack of your books. Romal: Thank her again. Hugh: They will be put to good use, I’m sure. We have been studying the work of Murray Bowen. It’s learning about our family of origin, but it’s not to blame. It’s to understand ourselves. When I listen to you talk about your story, it’s been a remarkable pivot for you not being bound by the past. James Allen wrote this book years ago called As a Man Thinketh. In there, reframing the language, he said people want to change their circumstances but are unwilling to change themselves. They therefore remain bound. I am tracking this as vulnerability. Brene Brown has been out there and visible. In my world of conducting, James Jordan has a book out called The Musician’s Soul. He says you cannot make effective music on a podium until you can be vulnerable as a leader in front of that ensemble. What thought do you have for leaders breaking through some of those limits, those impressions of the past, to become vulnerable? How will that benefit their leadership? Romal: First, with your statement around nonprofits, as a friend of mine likes to say, instead of nonprofits, how about we use language like “for-purpose?” It is far more empowering. Your for-purpose organization. When it comes to leaders in the nonprofit sector, presidents and executive leadership teams, and even corporate in the same way, everyone has a story. Obviously, my journey is not like yours. But we all have stories that have shaped our lives. People tend to stay away from the wounded places because they still hurt, not realizing that by revisiting those stories that are sometimes uncomfortable, there is a way to look at them to see how they have shaped you and continue to show up in your thinking, your behavior, your beliefs, your interactions, so that you can take back from that past experience what it took from you, the confidence, the certainty, the self-awareness. Those experiences are part of your life, but they don’t get to define the rest of your life. When you do the work as a leader, what you are in essence doing is turning a wound into a scar. The scar is the evidence of healing. People don’t like dealing with their wounded places, and we don’t like them to do it either because when you are wounded, you bleed all over people. That is not helpful. But a scar is evidence of healing. That scar, when you do the work, gives you a deeper sense of empathy as a leader with the people you are engaging. It’s not in a sense just the work of getting people to perform a task, but it’s being able to empathize with their experience, their journey, their feelings in a way that allows you to connect such that they want to be a part of your team and want to be guided and led by you because you understand them as a person. You do not see them simply as a person who performs a task or makes a product. Vulnerability for the leader is not a sign of weakness. Vulnerability requires courage, transparency, and authenticity. As a leader, when you think about the great leaders of our generations, they have been vulnerable in a way that they have been able to articulate a story about themselves and others that people can see themselves as part of a deeper narrative, a bigger vision. You cannot cultivate deep vision without vulnerability. Why? Because vulnerability says that I cannot do it myself. I am not capable. I am finite. I need to surrender my understandings of who I am to something bigger than me. That requires vulnerability to admit that this requires more than me. I need you to get this done. There is a place we can go together, but I need you to help create that vision. That requires some vulnerability and some empathy. Hugh: Oh my goodness. Russell, you see why I love…

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    Coming from Personal Trauma to Success and Helping Other Succeed Apr 22, 2018
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    Barry Shore: Coming from Personal Trauma to Success and Helping Other Succeed Barry Shoreis an ambassador of Joy. Because of his successes in business and recovery from full body paralysis he has built an “Eco System of Good” internet platform that enables people to Give to their Favorite cause at No Cost. Barry was an instructor in the Diamond Program at the GIA, an author of a world wide resource book on diamonds and an international wholesale diamantaire with sales exceeding 100 Million dollars. After a brief retirement at age 33 he returned to business and built an international telephony company. From this grew an innovative process in 1999 that enabled faxes (sic) to be sent and received via email (think dial up) to 17 countries for FREE (!). Barry was awarded Two Patents in this space and built a stellar executive team. He then sold the Company 18 months later for more than $10 million dollars and the acquiring Company is today a $2 Billion market cap. Then he built a predecessor to Skype (enabling people to call to 17 Counties for FREE) which was funded and then bought within 9 months by a NASDQ company. Then on 17 September 2004 Barry became a quadriplegic (paralyzed from his neck down!) overnight from a rare neurological disease (GBS). His journey since to regain mobility caused him to GO MAD: Go Make a Difference. He envisioned a Platform that enables People to GIVE Money to their Favorite CAUSE at NoCost to the Giver and attracted smart caring talented successful players to build the System. He has been granted a Patent in the process and has found the Formula to Create the “ECO System of GOOD”: where Supporters, Brands, Causes All Participate for Mutual Benefit. Barry’s Mission is to Make Everyday Giving Effortless and his Big Audacious Goal is to facilitate the Giving of One Billion Dollars without costing any Giver a penny. He is the Founder of the KEEP SMILING Movement (thedailysmile.com) which has distributed more than 1.2 MILLION KEEP SMILING Cards throughout the world in 27 languages. He is the Founder of the MOL (minute of Love) Podcast produced 6X/week. He has become an avid swimmer (2 miles/day/6x/week) and has accumulated enough miles over 9 years to swim from Venice CA (his home) to Shanghai, China. Barry is focused on transforming the giving space. More Information at https://www.dlyted.com Here's the Transcript for the Interview Hugh Ballou: Greetings, it’s Hugh Ballou again on The Nonprofit Exchange. As usual, we have quite an amazing guest today. This guest and I have met passively over the last ten years here and there, just touching base. Recently, a mutual friend connected us, and there was some real synergy. I got to hear Barry’s story again. We all have stories. Very few of us are as good as telling the story as Barry. Barry, today, instead of my normal routine of giving us a bio and telling why you do what you’re doing, I think we are going to build this conversation around your story and what you have created. I’ll tease people: it’s called Dlyted. We won’t tell them about it yet. Introduce yourself, Barry Shore. You’re in California. You take it from there. Tell them about yourself, and then let’s hear your story. Barry Shore: Thank you, Hugh Ballou, for being here, being who you are, and being a conduit for good and channeling. Here is my greeting to everybody out there listening. Hello, beautiful, bountiful beings, and good-looking people. How can I make the statement that they are good-looking, Hugh? I know the people who are listening and watching are always looking for the good. Hugh: Outstanding. Barry: The story about Barry Shore is a young, dynamic, debonair, 69-year-old chronological being. The 17thof September, in the year 2004, a mere 14 years ago, I was standing up in the morning just like everybody I hope, watching this Facebook live, and listening to our story. That was in the morning. In the evening, I was in the hospital, paralyzed from my neck down. I became a quadriplegic overnight, in a matter of hours, from a rare disease, not an auto accident, a rare disease called Guillain-Barre Syndrome, GBS, for the cognoscenti. I went from being a healthy, happy, wholly, hearty, dynamic 55-year-old who had been extremely successful in business, married 27 years to a wonderful wife, had a 17-year-old son (at the time), traveling around the world, came back to California for holidays, and now I am paralyzed from my neck down. Here is a great part of the story. The other day, I saw my doctor who has been treating me for a number of years. He likes to recall every time we see each other, “Shore, I remember the first day you called me from the hospital. You said, ‘My name is Barry Shore. I am coming in to see you. All I can move is my mouth.’” Imagine that. In the morning, you’re up and doing, and in the evening, all you can move is your mouth. I will give you the back of the baseball card statistics for the moment, Hugh. That’s how we live in this world, giving people ideas of some things. I am in the hospital for over four and a half months in various kinds of rehabilitation centers. I was in a hospital bed in my home for over two years. Couldn’t turn over by myself. I was in a wheelchair for four years. I had braces on both legs from my hips down to my ankles. Today, thank God, I am able to be vertical and ambulatory with the help of a six-and-a-half foot walking wand that was made for me by a zen master. But I still have help 12 hours a day, seven days a week, and I can’t walk up a stair by myself or a curb. But hear my voice. Feel the passion of life that flows through me because the good Lord has been so kind and giving to me that he activated in me something that enabled me to become a real giver. Here is an example, Hugh. Before all this happened, I had built two Internet companies, one of which I sold for many millions of dollars, was doing very well. Of course, I am a giver. I am generous. I wrote checks. But it was all part of what you do. You help people. You write a check. That’s it. You think you’re a giver. That’s not what a giver is. A giver puts the other beings first. What can I do to be of benefit? It wasn’t part of my very soul. That was the genius and the benefit, what others call adversity. This test and a testament to the good Lord in being able to show me a path that I was able to go from complete, total paralysis to literally being able to now get out of bed, albeit with difficulty, and stand up, albeit with help, and to be positive about that, and to be thankful, and to turn that energy into a channel of goodness. That is the beginning of the story. What I’d like to do as we speak is tell a few incidents along the way that helped me gain this insight. Hugh: Sure. As you go on, some people are listening to this that have problems that pale in comparison, like me. I am listening to it trying to understand and learn about myself. What are the motivational factors? What inspired you to not give up to this disease that had a lock on your very body? This is fascinating. Please continue. Barry: Thank you, Hugh. I truly hope that this is beneficial to people listening, and that we all recognize these great words: Never give up. I am living it. I am only here as a channel to be of benefit so that others can say, “If he can do it, I can do it.” Let me give you two small incidents that I think may be of help. The first one occurred after I had been moved out of the ICU, where I had been for about 11 days. They put me in a telemetry unit. A telemetry unit is where nurses can watch you from monitors and such. I had this great run. I was a single occupant in a great hospital. Not moving anything of my body, I am just there. They had to set up something special on my bed just to bump my head because I couldn’t hit a call button. Here I am in bed in the telemetry unit. A nurse came in at midnight or so. I am not able to sleep because you are not moving a lot. They have to inject drugs in you to get you to sleep. The nurse said, “Mr. Shore, would you like to watch a movie? Maybe that will help put you to sleep.” I assented and chose a biography of Abraham Lincoln. Of course, we all know how that turns out. Not so good. Toward the end, I had tears in my eyes. Imagine you are lying in bed with tears in your eyes. Everybody knows that tears are salty. They hurt. What do you do? You wipe them away, right? Well, I can’t move my hands. I can’t move my arms. I am new to this stuff. Nothing in my body is moving. I couldn’t move my head left or right enough to move the tears out, and the button that had been put up behind my head had been moved somehow. I couldn’t reach the nurse. Of course, I can’t just sit there because it hurts. I resolved, I am going to call out. I did. “Help! Help! Please!” My voice had been compromised also. I could barely speak. I resolved to count to ten and then call out again if the nurse doesn’t show up. I got to four, and the pain was too much. So I called out, and I mustered all of my strength, “Help! Nurse, please!” By the time I counted to four, the nurse was at the door. “Mr. Shore, did you call?” “Yes, my eyes!” She came over and saw there were tears in my eyes. She cleaned them and fixed the button behind my head. Looks at me and says, “Is that all?” “Yes, thank you.” I recognized then no one really knows the pain of another. She didn’t know how much it hurt. I couldn’t express myself. Thankfully, she came in and cleaned it up. About a week later, I am being wheeled on a gurney from a test they had run on me. People picked me up, took me on the gurney, ran the test, and brought me back. There was a male nurse taking care of me. I had interacted with him three or four times over the past few days. Pleasant fellow. He looked down at me and asked, “Mr. Shore, can I ask you a personal question?” I said yes. He says, “I am a male nurse. I see people in your condition frequently. I have never met anybody who is not angry and bitter. You’re paralyzed. How come you’re not angry and bitter?” I realized he was asking me the great existential question: Why me? Why dear Lord did you do this to me? But I wasn’t thinking like that. I was asking the question: Why me in the sense of who am I? I am just a guy. What do you want from me, dear Lord? What can I do? At that moment, Hugh, I reached deep inside of me, and I asked the good Lord, “Please help heal me. Please show me my purpose.” A wave of serenity and calm came over me that I had not known in 55 years. I was now determined with the good Lord’s help to walk again. That was a major turning point in my life. Hugh: So nothing gets Barry Shore down. That was how many years ago? Barry: That was in 2004, almost 14 years ago now. Hugh: You had a very successful career before that. Barry: Correct. Hugh: You sold that enterprise, you said? Barry: Yes. Hugh: And then this condition- how do you say it? Barry: Guillame-Barre syndrome. It is actually two French doctors, Guillame, which is the French for William, and the other doctor’s name was Barre, like Barry. Hugh: I have known people in the past who have had that, who have come through it. It’s quite a traumatic experience. Today, you are in a different place than you were with your business. But you have focused on doing good for others. Is that right? Barry: That’s correct. Hugh: I looked at a website called- Spell it for us. Barry: It is spelled D as in David, L as in Love, Y as in Yesterday, T as in Terrific, E as Enthusiastic, D as in Dynamic, DLYTED.com. I am Dlyted to be here. Hugh: I can see that. What is Dlyted about, and what was the passion and inspiration behind you setting up- Dlyted is more than one thing. It’s more than one program, isn’t it? Barry: Yes. Dlyted is an engine of philanthropy. Let me digress for just a moment because it gives the background as you want to hear. It’s very important. I was deeply affected by something that I learned from a great man called the Four P’s. Those four P’s are Purpose, Prayer, Perseverance, and Patience. Those four P’s have been active in my life. I was able through them to begin this process of healing, both in a spiritual and physical sense, and bring out through purpose and prayer, the great perseverance, which I will demonstrate in just a moment, and patience, this platform, which has a mission and a goal. Let me tell you how it came about. It has to do with my wonderful wife. I would not be sitting here as strong and capable and handsome as I am, speaking with you, if it was not for my amazing, dedicated, fabulous wife, Naomi. It’s hard for me to speak without choking up, but I am going to try and do it. I will just tell you a brief story as it deserves longer, but time is always of the essence. Released from the hospital about four and a half months later—they wouldn’t keep me there longer because insurance wouldn’t pay, and we had already racked up bills over half a million dollars—I was in the special hospital bed. When you are in the hospital, by the way, one of the more important things to be afraid and aware of is bed sores. They are debilitating. We had to get a special bed, which the insurance company didn’t want to do, but they were forced to because of circumstances. It is a special air mattress that allows the body to conform without the issue of bed sores. We brought this bed to our home. While in the hospital, every night, you have to turn people over who are paralyzed because if you keep people in the same position, the body deteriorates. They have a team who goes around the hospital every two and a half to three hours, two people with back braces, usually strong people. Together, they turn the person onto the side, then the other, to give some sort of normality to your process in the hospital. This happened throughout the months I was in the hospital. Now we come home. We had sufficient funds, so we were able to have help in the home 24 hours a day, seven days a week, except for one thing. My wonderful wife did not want people staying overnight in her home that she doesn’t know. She is very protective. We had help until 10 pm, and then help would come again at 7 am. But during the evening, she was going to take care of me, and she was in charge. Her home, her rules. Great. One small situation, though. My wife is all of 97 pounds, 5’1”, very beautiful. Remember, I just told you in the hospital, you have to be turned over every 2.5/3 hours. Here I am, almost 6’. Because of my situation, I had been reduced from 195 pounds to 137. But still, 137 pounds, and she is all of 5’1” and 97 pounds. She said that she is going to turn me over. She did. Every two and a half hours, throughout the evening, two or three times a night, night in and night out, week in and week out, month in and month out, for two years, this amazing woman turned me. That is love. I say this as a preface to the following incident. I mentioned also I was in a wheelchair for four years. Thank God we could afford it. I had a motorized wheelchair and a fancy Olympic-style wheelchair. Together, they cost almost $10,000. The lightweight wheelchair we needed because in addition to having private therapy, I also went to group therapy in the hospital. It’s important to be with other people who have situations and challenges when in a situation like this, just to be in comradery. At these situations in the hospital, I noticed not everybody could afford the kind of wheelchairs I had. One day, I came home and was still back in bed. I said to my wife, “Honey, would you please find a place that helps people get wheelchairs? Let’s send them a check for $1,000 and help out.” She said okay. She left the room. I am feeling great. I am just a quad lying in bed, but I am feeling good. I just gave $1,000 to help people get wheelchairs. About five minutes later, I called out, “This is dumb! This is dumb!” I didn’t raise my hands. I called it out. My wife comes running into the room and asks, “What’s the matter?” I sa…

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    7 Steps To Building Awesome Customer/Donor Relations​ Apr 15, 2018
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    Danna Olivo is a Business Growth Sequencing Strategist and CEO of MarketAtomy, LLC. Her passion is working with small first stage entrepreneurs to ensure that they start out on the right foot and stay on the path to financial freedom. Known as the Business Birthing Specialist, Danna understands the intricacies involved in starting and running a successful business. Her efforts extend beyond the initial strategic planning process on into the implementation and monitoring phase. As an intricate component ingrained into her client’s business structure, she works diligently to keep her client’s accountable and on track to fulfilling their success goals. A graduate of the University of Central Florida’s College of Business, Danna holds degrees in both Marketing and Management Information Systems (MIS). She brings more than 35 years of strategic planning experience in business, marketing and business development both nationally and internationally. Danna is not only a professional business growth strategist but has worked as an International Strategist within the country of Brazil, is a public speaker and #1 Best Selling Author on Amazon with “Success From The Heart” and “Journey To The Stage.” Her newest book “MarketAtomy: What To Expect When Expecting A Business” is now available through Amazon on Kindle. What You will learn in this session: What do Sponsors/Donors Expect How to Build an Infrastructure to support the Donor Experience The 7 steps for creating a lasting Donor Experience Here's the Interview Transcript Hugh Ballou: Welcome to The Nonprofit Exchange. Our guest today is Danna Olivo. First day with the new teeth. Danna and I have been colleagues for a while, and I have grown to appreciate her work more each time I hear her present. We are talking about sponsors and donors and how to really keep that relationship at the highest level because it’s good for them, it’s good for us. We just need to know how to do the talking and create a system around that. I am not going to waste any more time. I like for guests to introduce themselves, so tell us a wee bit, a couple of minutes, about your background and what prepared you for being able to do this powerful work on this topic. Before you finish, talk about why you chose this. What is your passion for this? Danna Olivo: Oh goodness. As Hugh said, my name is Danna Olivo. I like to call myself the Business Birthing Specialist. The reason that I go by that title is because I like working with early-stage and emerging entrepreneurs, whether they are nonprofit or for-profit. They are still in that birthing stage of their company. I am a business growth strategist at heart. That is backed up with more than 40 years in marketing, business development, and sales. That is where we get around to the experience that we are talking about: creating donor and sponsor experience. I work with for-profits and nonprofits to basically teach them how to build an infrastructure that attracts customers to their door and ultimately create an experience where they come out as advocates on the back end. That is where my background is. Hugh: You have taught at my live leadership empowerment symposium events. You and I are cooking up an event. We will do that again in Florida. We come to Florida on a regular basis. We are going to tag onto it a funding conference. Some of the stuff we are talking about will specifically be talking about fund sourcing and activation and maintenance for those running charities. It could be a church, synagogue, a membership organization, a cause-based charity. Any people doing, and really these are social entrepreneurs. That is still your sweet spot. Danna: Whether you are dealing with for-profit companies, nonprofit companies, churches, the thing to keep in mind is we are still dealing with a business. We are still dealing with entrepreneurs. We have to also keep in mind we are still dealing with customers. Whether they be sponsors or donors or customers or parishioners, they are customers. We have to keep that mindset when we are thinking about it. Hugh: You are so spot-on. We tend to think things are going to happen because we have a charitable cause. Not really. We are not really good at defining why it’s important and the impact of our work. We don’t really attract the money we deserve to attract because we are doing good work. We have a lot of different themes that we deal with in this episode. This podcast has been going on for three years. We have interviewed specialists like you who have brought some really good content. You are in good company as are they today. Danna, let’s set the stage a little bit. What is your passion for helping early-stage entrepreneurs get their head around this really important topic of donor/sponsorship? Danna: My passion stems from failures in the past. That is where a lot of my passion comes from. The mistakes learned and wanting to teach others how to avoid those mistakes. Working with small businesses, whether nonprofit or for-profit, but we are going to focus on nonprofit. When you start a business, a nonprofit business, it is cause-based generally. Cause-based businesses are emotional. You are tapping into the emotion. That is what you’re trying to do. Well, therefore, going after those customers, those sponsors and donors, you need to match that emotion to those sponsors and donors in order to get them to buy into your cause, right? Where my purpose is is teaching early-stage entrepreneurs there is a sequence to this. There is a sequence behind the research that has to go in to target those individuals that are more likely to emotionally buy into your cause, but also to understand what that messaging is that needs to be developed in order to reach those people. Not only on the sponsor/donor side, but what about on the other side? The people who are coming in that need your services, need your social platform. They need what you are providing through your platform. Hugh: In business, whether it is a nonprofit, you’re right. We need to install sound business practices in the charities or religious institutions we run. It is a business with more rules than a for-profit business. We are regulated with good reason. The people can give us money and write it off on their taxes for good reason, or sponsors can give us marketing money because we create value for everyone. There is a little different nuance for sponsors and donors. Let’s take the donor piece first. We ask people to donate and support a cause. This is what’s going to happen. Then they fall off by the wayside and they don’t donate again, or they don’t tell other people. What is the biggest problem you see, the gap that hasn’t been filled with people running an organization and managing these donor relations? Danna: Their structure. The structure that they put in place. It’s one thing to get those donors, to get those sponsors to the door. But if you cannot create that experience that I talk about, which involves the structure of the organization, then you are not going to be able to carry them through and create that experience that will turn them into advocates afterwards. Ultimately, that is what we want to do. We want to create our own sales team or our own promotional team on the back end because of the experiences that they had while working with our program. Hugh: Okay. I get that. That is theory. Turn it into practice. What does that structure look like? If somebody is listening to this and goes, “Wow, I need to maintain this relationship, but I don’t know where to start.” What does that structure look like? Danna: Oh goodness. You can start so many different places. First of all, you have to put yourself in the mindset of the sponsor or the donor. What are they looking for? What are their expectations? They are expecting to get out of this relationship that they are with you on. On the sponsor side, are there expectations to really create a brand out there in the marketplace by helping you in creating more of a brand recognition on the social side? On the donor side, are they really- Do they want to feel empowered by helping something they are really emotional about? What is it that they are expecting? Most of the time, what you are going to be looking at is they want to be appreciated. If they are not shown appreciation, or they want to see transparency, and especially on the nonprofit side because if they don’t feel as though their money is being utilized the way it should be utilized, and as promised, chances are you won’t get them back again. That’s what we want. We want these donors and sponsors to come back again and again, especially when we have to depend on federal dollars as well. Those federal dollars can be pulled at any time. Hugh: It’s really hard to get donors. We are competing with all these other charities out there. We want to have a process of maintaining that relationship. We don’t think about the donors until it’s time to donate again, and then we send a panicked letter saying, “We need your donation for next year,” but we haven’t talked to them all year. Danna: That is it. That is what I am talking about. They want to feel as though they are appreciated. They want and expect you to keep them in the loop. How are their dollars doing? What’s happening? Show them the results. Give them the statistics. Hugh: Say that again. Danna: You need to consistently be communicating with them. You need to show them what their dollars are doing as far as your cause. What are those statistics? How many of those lives are you affecting? How many people are you helping with the dollars they are giving you? Hugh: Why are those important? Danna: First of all, consider the fact that they are giving because they are passionate about their giving. They want to make sure that you are using their money to make a difference. That is one reason. They are passionate. This is their way of contributing. If you are not being transparent about it, they will go somewhere else that is doing the same thing in hopes they will be doing better. Hugh: I think it’s probably gratifying for a donor to see I gave this money, and you say, “This is what we were able to do with your money.” Danna: A perfect example is my husband and I like contributing to the Smile Organization, primarily because we had relatives in the past that have had cleft lips. There is an organization out there that helped those who have deformed lips, cleft lips, that create these smiles. These are children. It really means a lot to us when we see one of these children being able to smile again and feeling good about what has happened after one of these surgeries. These surgeries don’t cost a lot in these foreign countries. Hugh: That is such a great example. Several times in my life, I ran with the Leukemia/Lymphoma Society and pledged to raise a few thousand for leukemia and lymphoma research. At the race, I was connected to a particular patient with a wristband. It had their name, age, and condition on it. I was running for one person, but also for others, and I felt really purposed. Going back to the people who donated for me to run, they were betting on whether I would finish or not I’m sure, but they donated that few thousand and I did the running. We’ve been joined by the good-looking Russell Dennis in Denver, Colorado, and he just snuck in. He has experience in the funding seat for 11 years. Is that right, Russ? Russell Dennis: It is good to see you, Danna and Hugh. Danna: Haven’t seen you since the last time we were on together. Russell: That’s been far too long. With donors, one thing I find with people is that there is something magic about face-to-face contact. If you can have some non-ask events where you are not asking for money, just bringing them in to meet some of the people who are benefiting from your dollars, have them tour your facility, talk to other people, show them the exciting things their money is doing, and keeping them in the loop. Some people are going to want to be contacted more than others. It’s having a system to keep track of people and keep those connections. It is really something that if you can, you should have a single person try to keep the flow going. A director will do a lot of the face to face, but you want somebody to keep that communication loop open. Danna: That’s what I’m saying. You need to communicate with them. Involve them in the process, show them how their dollars are working, and help them be involved in it, as far as that’s concerned. First of all, the donors aren’t mind-readers. If you are not communicating with them, they are going to assume, and you don’t want them assuming. You want them to feel comfortable with where their dollars are being spent, and that they are making a difference. Am I right, Russell? Russell: Spot on. At least, you can survey. It is just asking how are we doing, what would you like to see more of. They won’t know what they want to see more of if they don’t know what you’re doing. Keeping them in the loop is important. Surveying them- Danna: Serving on one of the boards of a local nonprofit here, one of the biggest things that nonprofits do run into is the budget cuts with federal dollars. I was sitting in on the board of Hope and Help, which is HIV/AIDS awareness. One of the biggest struggles we had was the fact that the other agencies like ours were fighting for these federal dollars. We didn’t really have in place any kind of public in-flow, or what we did have was very little. All we had was one major annual event that we did. That event only happened once a year. The dollars that we have to spend on expenses happen every month. That is where these sponsored dollars and donor dollars come in. Why should we have to rely only on federal money, which constantly is being cut back, and we never know we are going to have it year to year because there are other agencies fighting for it? How do we build those relationships with donors that we can count on every year? That is where we are going with this. Through transparency and by creating that donor experience that we can count on every year because we are meeting each other’s needs on both sides, that is where we are going to be able to overcome that issue of the gap between the dollars we need and the dollars that are coming in. Hugh: That is the consistency. There is a rhythm to the communication. What is the mechanism you suggest people stay in touch? I think sending an email occasionally is not the answer, is it? Danna: First of all, because we are talking about relationships and creating an experience, it all boils down to service. That is what it’s all about. Servicing your donors. I use that as an acronym, and I built seven guidelines using the word “service.” The first is S, which is scalable. What I mean by the S in service is deliver an awesome donor experience that scales as your company grows. This involves knowing your donor. How do you make their giving decisions? How do they make their giving decisions, and understanding that? This is where this research comes in. Why would they donate? The E is for Essential. What that is, today there is no shortage of tools available for gathering predictive data on sponsors and donors. The problem is getting that data is not enough. You need to understand and know what is happening in the background. What is the chatter going on in the background that really speaks to what is really important? Most of your research is built around the dollars that are given. Most of your primary research is based on dollars given in this event. There is chatter that happens out in the ether. What we call is deep data mining. We need to understand that and monitor that and combine that. R is for Relatable. What relatable is is when you are in the fundraising mode, it’s important to listen and understand what motivates your donors. What is important to them? V is for Valuable. Intuitively, most people recognize t…

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    Engaging Volunteers or Hiring Staff without a Background Check is Trouble Apr 12, 2018
    Show notes

    Interview with Steve Durie Hugh Ballou: Greetings, it’s Hugh Ballou. Another episode of The Nonprofit Exchange live, it’s Hugh Ballou and Russell Dennis. Russell, how are you doing today out there in beautiful Colorado? Russell Dennis: After a snowfall last night, the sun has come back out. Everything is beautiful out here in Colorado. Hugh: Love it. People on the podcast can’t see it, but you’ve got a shiny head. Is that part of the sign, or is that just the light over your head? Russell: All of this glare helps keep the focus off of the shadow here with all of the gray hair in it, so there is a method to my madness shining the light here. Hugh: I see that. Russell, the real person. We have a guest who is also a resident of Colorado, but he is a new resident of Florida. We are going to hear from him in just a minute. Today’s topic is protecting your culture by doing effective vetting of the people you’re bringing in, be it volunteers or paid staff. Steve Durie, welcome to The Nonprofit Exchange. Steve Durie: Thank you, Hugh. It’s good to be here. Hugh: So good to have you. Tell us a little bit about yourself, some background, and how did you arrive at what you’re doing now? Why is it important to you? Steve: I have been doing this for 15 years. Where it started was when I was actually volunteering in youth organizations with my kids. My question was: Aren’t you going to run a background check on me? They’re like, No, we don’t do that. We trust everyone. Previous to that, I had a lot of database experience in a consulting company in consulting on justice projects, that is, how to share criminal data. I took that knowledge about sharing criminal data and my passion for keeping my own kids safe and know that I was going to be working as a volunteer and turned it into a business 15 years ago. My kids are a little older now, and my wife Laura and I have a special needs son. He is an adult; he is 31. But he is also extremely vulnerable and needs protection. He doesn’t live at home anymore. And that is a constant worry about Tommy, whether the people who are working alongside him are safe. It does transcend not just our children in their youth, but into any vulnerable population. That is a broad brushstroke is anybody who is vulnerable, and we can look at each group individually as to how to best screen someone and check them out if we are working with children, youth, or vulnerable adults, or elderly, or single people. There are a lot of different. Vulnerable populations who may need our work. Hugh: Absolutely. It’s really good to know about people. In the work that Russell and I do through SynerVision, we help people build their strategy out. Part of that is competencies. We have created a new paradigm that replaces the position description, and the first of four colors is the competency. When you look at somebody’s competency, you also want to do a background check so that you can validate what is on their resume, that they actually do that. Are there some hidden things in there? Finding out about the people. What is their performance going to be? Role and responsibility? If it’s financial, there is another level of compliance. I used to live in a town of 30,000, and one year, there were two nonprofits that had treasurers make away with $750,000, trusted friends and community members. They didn’t do an adequate background check or have safeguards in place. The third color is the culture fit. If somebody has a history of conflict or abuse, you don’t really want them spoiling your culture. The fourth color is expectations, but the vetting the person, competency, not only are they clean, but they also fit the culture. There are lots of reasons in any kind of enterprise to do the background check. I think it’s especially important when we are dealing with people who are compromised, like your son, like children, like older adults. There are lots of opportunities for people to abuse the system. You have worked with nonprofits so far, have you? Steve: Our focus of the company SecureSearch is with the nonprofit community. It’s been over 15 years; we have served over 10,000 nonprofits as their partner for screening their staff, their volunteers, and their board of directors. We are a full-service company. We can do anything, from resume verification to child awareness for those who work with children. Hugh: Resume verification. I heard a guy one time, and his resume said he went to Yale and studied finance. I found out later he didn’t graduate. People make up things on their resume. That’s a new piece of data. Are nonprofits any more vulnerable than for-profits? Is there an attitude of difference there? You told a story about you being a volunteer, and you ask about the background check. They said we trust people. Do you find that to be more common than not? Steve: I find that to be pretty common in the nonprofit culture where they are really hungry for people to serve and to help. With that, sometimes they actually push aside the fact that these people may have a nefarious past. They are looking to quickly onboard them, get them into a position. They are happy to have a warm body. They are happy to have the skillset the individual brings to the table. Referred by a close friend or family member, so they are not even thinking about screening them, especially if they are not working directly with a child. When they are working with a child, it’s more in our consciousness that we should put the best people with these kids to keep in faith. But what about people who are just working alongside one another? The workplace violence conflict. We need to focus on making all of our communities and all of the workplaces as safe as possible. It’s the responsibility of the organization to do so. But nonprofits, because of their compromised budgets in some cases, they are spending their money elsewhere to maybe grow their projects and they are not really thinking about the people, if they are safe in the environment they are working in. In corporate America, it is common, and in the nonprofit arena, it is not as common. We are here as a voice to raise the awareness that everybody should be doing this, whether you have one employee or thousands. Hugh: You and I met at a conference last week, CEO Space. Had I met you—I came in late in the week because I had conflicts—and said, “Hey Steve, what is it that you do?” and you say, “I do background searches,” and I say, “I have a nonprofit. Why is it important for me to do that?” How would you respond to me? Steve: As a nonprofit? Hugh: If I say, “I have a nonprofit. Why is it important for me to do that?” Steve: You touched on this. It’s about reducing risk and reducing liability. Liability is big. It all ties into the overall image in the community they’re serving. It’s protecting their image. It doesn’t have to be their first priority. The first priority is protecting those who are part of their organization. You have to look at the entire hierarchy of your staff from your board of directors down to your volunteers. Oftentimes, there are people in between the upper board and the volunteers who are just coming on who get missed. They didn’t think it was important to screen them. Really it’s about lowering your liability and lowering your risk, or at least managing your risk. You can’t be a risk-free organization; that doesn’t exist. It’s about, how do you take steps and utilize your budget dollars to minimize your risk as much as you possibly can? Hugh: Russell, you and I interface with a lot of nonprofit leaders and boards. I find there is a lot of boards that aren’t up to speed on how to be the board. They think about being in charge of governance sometimes. They sometimes realize they are responsible for financial oversight. I don’t think boards realize they have a liability whatever happens. Do you find, Russell, in your work that boards are blind to this element as well? Russell: I have talked to people who really don’t have a core grasp of the notion of having liability insurance for the board of directors officers as they are putting these things together. They don’t understand how critical that is and what risks are involved. A large part of the problem is people don’t know what they don’t know. Nonprofit leaders, these are people centered in the idea of making the world a better place and service to others. They are more prone to take people at their word as opposed to doing any sort of digging. They may not think there is a big risk associated with bringing a person on. It’s nice to be able to take people at their word, but it depends on what kind of work you’re doing, who you’re serving, the assets of your organization you’re protecting. It never occurs to people there may be a scurvy elephant roaming around the zoo. You have to have a look at who you’re dealing with. People aren’t always who they say they are. That is just the reality of it. It’s important to look at these things up front because if you don’t have a person who is not in integrity in there in the first place, you don’t have to figure out how to get rid of them later on when you could have problems. The reputation of your organization could be at stake. You just have these horror stories. There was a veterans’ organization a few years ago that saw their reputation fall apart because the CEO was playing games with the books. Always you have to think in terms of protecting yourself with your regulations, with internal controls, with the way money and other assets are handled. More important, how you deal with the people you serve. You can really get in a lot of trouble easily and quickly without in the least bit intending to. Hugh: Steve, did that shake loose any thoughts for you? Steve: Yeah, it actually did. I do believe that nonprofits feel that the people they bring in have the heart for what they do. If they have a heart for what they do, then they are probably good people. I really think that is a mistake a lot of them make. Taking that assumption because they say they believe in what you believe in, they have the passion for what you have a passion for, that doesn’t mean they have the same background you have. A lot of people are trying to use their influence they currently have in the community, it could be a leader in the community, to find their way into a vulnerable group. That is the MO of a pedophile is to build up trust in everybody around them, including building themselves up to be leaders in the community so that everybody seems to trust them, and that is when they can get to the vulnerable children and build relationships without anybody thinking twice about it. Screening is not going to catch everybody, only if they have been arrested or convicted of something in the past. It’s only one part of the puzzle for keeping not only your organization safe, but those that you serve. It goes much more beyond the background check. I don’t think anyone can feel that they have that warm fuzzy feeling now that I have implemented background checks. I’m good, I got a green check mark for that person, I can just let them go. That is a wrong approach. You really need to have a conscious community around that everybody is the eyes and ears of the organization. We all have to keep our eyes on who we’re working alongside. If they are doing something we believe is incorrect or harmful to the organization or to those who serve, to make sure we all feel empowered to report those things, especially for physical abuse, emotional abuse, sexual abuse, sexual harassment, whatever you might see. It’s up to us to report it. Hugh: There is another realm that Russell talked about with having your policies and procedures up to date. You just pointed out, we have to pay attention. That is part of our responsibility as a leader to see what is in front of us. I never realized people who are—and it makes sense if you talk about it—a pedophile positions themselves in a place of trust and then continues to validate that, so they throw people off guard. No, it couldn’t possibly be true. I have known people in that position before, and they were busted. Eventually you got caught. How long does it take and how many people do you hurt in the process? At least do your background check, which also helps relieve your liability. I’m sure some of the companies that Russell talked about that issue board insurance require a background check so they have less liability. I didn’t warn you: When Russell comes in, he asks you the hard questions. I’ll ask you easier ones first while he formulates the hard ones. Give us an example where people were trusting, and it really created damage. Then you came in and maybe you helped them get a process in place to prevent it in the future. Without naming names, what are the kinds of things that people should be alert to? Steve: There are so many stories. Some have been recently in the news that everybody is aware of. One is USA Gymnastics with Dr. Nassau. Building trust, not only from the organization, but with the parents of these young children in the gymnastics program, and then going on to abuse them for years without ever getting caught. Sandusky at Penn State, same thing. He was able to testify with his peers that showering with young boys was just about cleanliness. They are always going to try to lie about who they are and have somebody believe it. They are masters at it. They never take any responsibility for their actions. It’s that narcissistic behavior on the pedophile side. Another story has nothing to do with a criminal record. This was a nonprofit organization that had drivers and they were doing deliveries. One of the individuals when we met with them, and we were on site for this one, he was in the state of Colorado, but he had a Tennessee drivers’ license. He said he had been here for four years. I asked him why didn’t he have a Colorado license. He said that he lost his license in Colorado from too many speeding tickets, so he had to go to my parent’s house in Tennessee to get a license. He is volunteering for an organization that drives one of their vehicles. People can get around from their past and get away from their past, whether it’s criminal behavior or not. It could be resume fudging. That happens more than you know, especially for certain positions, for executive director positions, finance positions, COO type positions, where they can say they have a Master’s degree in finance. They really just have a Bachelor’s, or they never finished college. They put it on their resume for years, and nobody questioned it. There are stories where the CEO of RadioShack, and RadioShack is falling from grace, but the CEO never had his Master’s degree in business, never had his MBA. It was a reporter who figured it out and started reporting on it. Then he resigned or got let go. Same thing with the president of the business school of Harvard. She had miscommunicated on her resume that she had a Ph. D, and she never did. Organizations that we all know about and have heard about, down to around the corner with businesses in your neighborhood or possibly even your organization. It’s important to vet the higher-end positions in your organization. It’s not just about the volunteers. I can go on forever about why it’s important for the volunteers, but anybody working in your office, making sure you are looking at embezzlement or money laundering or anything that deals with your budget, your finances, your books, make sure those are always intact and that you are bringing on the best people. Background checks don’t always catch everybody. They may never have been arrested before. I am going to go back to what Hugh was talking about with the pedophile. Eventually they get caught. That’s not true. They never get caught, and they die with their secrets. The average pedophile molests 137 children in their lifetime without ever getting arrested for it. That is where the training is more importa…

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    Dr. Thyonne Gordon and Hugh Ballou Mar 23, 2018
    Show notes

    Hugh Ballou and Dr. Thyonne Gordon share highlights from the 27th Leadership Empowerment Symposium held in Lynchburg, VA.

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    Leaders Must Have a Clear Vision with Bishop Younger Mar 18, 2018
    Show notes

    Bishop K. Y. Younger:

    Leaders Must Have a Clear Vision

    The Ramp Church International is a body of believers who love God, and love the people of God! We are passionate about spreading the Gospel around the globe and serving our community. It's a place for family, worship, and fellowship.

    Bishop Younger is renowned for his academic and philanthropic prowess. He has matriculated through the ranks of ecclesia, widely regarded as a spiritual sage, an erudite historian, and an astound autodidact. Younger is the catalyst and namesake of the S.Y. Scholars Program, a competitive college prep program for elementary, middle, and high school students in Central Virginia. Serving as the institution’s Chief Advisor, Bishop Younger travels to the nation’s most prestigious colleges and universities with the Symposium Tour, where he, along with prominent political and education leaders, converge and discuss, “The State of Education in America.”

    His unprecedented leadership has compelled many Christian leaders and Pastors to seek his oversight. As a result, he was elected into the bishopric, and subsequently founded the One Way Churches International in 2011, where he currently serves as Vice-Presiding Prelate and Co-Adjutor Primate over 15+ churches.

    Bishop Younger is a proud member of Christians United for Israel where he serves as a local and regional director. He also serves with Global Peace and humanitarian organization with efforts all over the world.

    Bishop Younger is widely regarded as the preeminent voice of this generation. His ministry has been solicited across this world both nationally and internationally. He has been embraced and affirmed by the upper echelon of ecclesiastical elite as a pedagogical pundit whose wisdom transcends his age.

    He is an itinerant preacher, musician, instructor, conference speaker, humanitarian, and highly solicited revivalist throughout the United States, India, Israel, Central America, South America, England, Africa, South Korea, China, and Mongolia.

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    Rise Against Hunger: Leading the Next Chapter with Rod Brooks Mar 11, 2018
    Show notes

    Rod Brooks has served as CEO of Rise Against Hunger since July 2006. He provides leadership and direction toward the achievement of the organization’s mission to end world hunger, focusing on service programs, fundraising, financial and administrative management. Rod has spent nearly twenty years working in the non-profit sector. Prior to directing Rise Against Hunger, Rod worked for 16 years creating Exploris (now titled Marbles Kid’s Museum), an interactive museum about the world, ultimately serving as Vice President for Administration.

    Rise Against Hunger is driven by the vision of a world without hunger. Our mission is to end hunger in our lifetime by providing food and life-changing aid to the world’s most vulnerable and creating a global commitment to mobilize the necessary resources.

    Driving Rise Against Hunger’s work is the recognition that ending hunger is more than just feeding people, which led Rise Against Hunger to focus its feeding programs in areas where we can have a real impact and expand its hunger-fighting programs beyond meal packaging and distribution.

    Our organization’s approach to ending hunger centers on mobilizing a global network of hunger champions.

    Another core focus of Rise Against Hunger is responding to crises–both natural and man-made.Another core focus of Rise Against Hunger is responding to crises–both natural and man-made.

    Our third approach to eradicating hunger centers around grassroots community empowerment.

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