YNPN Portland recently collaborated with the Urban League of Portland and several other community partners to host a day of service for Martin Luther King, Jr. Day. As part of the event, YNPNers and other members of the community put together personal hygiene, dental care, and school supply kits for children and homeless youth. The event was an effort to reach across boundaries, groups, and neighborhoods to reflect King's vision of the Beloved Community.
This event is just one part of YNPN Portland's efforts to bring social equity to the front and center and make diversity and inclusion a core part of its work. We spoke to YNPN Portland Board Chair Kate Elliott about the event and how their chapter is pursuing "a diverse and powerful social sector" in Portland.
It looks like the MLK Day of Service was a big success! Can you tell us more about the partnership and how it came about?
As a new and growing group, YNPN Portland has made it a priority to meet with other organizations and groups supporting young professionals, especially those associated with social sector organizations. We also want to prioritize being inclusive, so although Urban League Young Professionals doesn't have a nonprofit focus, Urban League is a well-respected civil rights organization and we knew we wanted to be connected to the dynamic young professionals involved with their young professionals group. Once we met, we realized they bring incredible experience and perspective to facilitating dialogue on racism and social justice, and that we had experience planning and hosting professional development events that might help their work to bring those opportunities to their membership. When we found out both groups were planning to do something for MLK Jr. Day of Service, we figured it made sense to start there.
It sounds like the Day of Service was a first step in what will hopefully be many more projects. Is there anything else currently in the pipeline that you're working on?
The MLK Jr. Day of Service project was a great success, and we do hope it is the start of an ongoing partnership between our chapter and the other groups who worked to host the event. We don't have any other events in the works, but we have committed to supporting one another's programs by spreading the word, helping to brainstorm and secure space, presenters, etc. In that regard, although our programs sometimes have different audiences, we know we can share our networks and advice with one another to help each other be successful.
How have the principles of diversity and inclusion been integrated into your other programming and chapter activities?
To be honest, this is still something we struggle with. Our chapter's board and committees are decidedly not a very diverse group, and we're still learning how to make our group one that makes diversity and inclusion intentional. We know that partnering with other organizations simply isn't enough. We need to work to make YNPN Portland a group that makes diversity and inclusion a priority, and that takes time and hard work. We're open to suggestions from other folks from the broader YNPN community who have figured some of this out, and will certainly share our progress as we move forward.
YNPN Portland member Liza Jacobson with the kits
Do you have any strategies or advice for starting conversations around diversity and inclusion? I think many people and organizations in the sector support these principles, but aren't comfortable or sure how to talk about them. Is this something you've encountered and have you gained any insight into how to start these important conversations?
Well, I think the point is that they are often not comfortable conversations, and you have to be OK with that. Working collaboratively in itself is tough, but working collaboratively with people who haven't worked together is even tougher. It isn't easy, so it takes humility and commitment. You have to be willing to be embarrassed, or wrong, question your assumptions and the way you approach things, apologize, call yourself out, call other people out, and all the other less-than-thrilling parts of forging new relationships that are complicated by social diseases like racism & classism. But if you want your group to be representative of the community you have to be willing to put the work in. If you look around and your membership looks, talks and thinks the same, that is because it's designed to be welcoming to those people, and you have to get out of your comfort zone to make being inclusive a reality.
How do you think an organization like YNPN (both at the national and local chapter level) can and should be working to make our sector more diverse?
There are so many things we could be doing. I'm hopeful each local chapter looks at the history and current state of their community and thinks critically about how their chapter fit into some of the social dynamics at play. So many of us work in nonprofit organizations that seek to address looming social problems, and YNPN can be a place where we think about the systemic issues that help, hinder or cause that work to be necessary. For example: how does racism impact the environmental issues your organization works on, or the hunger another YNPN member is trying to alleviate, and the access to education someone else is passionate about?
These are important conversations that a multi-organization network like YNPN is perfectly poised to have. There was a speaker presentation portion of the MLK Jr. Day of Service project, and several speakers offered their thoughts on how historical racial inequities like redlining have played out and continue to have an effect on the Portland we live and work in today. It was so important to have that conversation as part of our day of service, and I am hopeful we'll be able to generate conversations on systemic issues like that through future YNPN programs. That's one thing I think continued partnership could do - help us connect up with the leaders who know those stories and will graciously share them with us to give context to our passion and work. We just have to make sure we're really listening!
Do you have any advice for local chapters and individuals who might be considering starting a project/partnership like this that crosses sectors?
I think I alluded to some of this above, but collaboration is tough work. It means you don't always get your way and have complete control, and that can be a really hard feeling. It can take more time and compromise, but if you're committed to being inclusive you don't get there by planning programs and events with a bunch of people who have the same lived experiences and agree on all but the finest of points. It is important to listen, and offer your time and partnership with true and genuine intentions.
We want to thank Kate for taking the time to talk with us about her chapter's work. And we want to hear from you:
How does your organization or local YNPN chapter make diversity and inclusion part of your work?
In my last position in the nonprofit workforce, I remember frequently talking to colleagues about our financial struggles. Despite working in a small human services nonprofit with few resources, we loved our jobs. Unlike many places I had worked in the nonprofit sector, within this particular organization the majority of staff members were under 30. In that same organization, turnover was high, with many of the staff leaving after a year.
Yet, most of the employees were not leaving to go to other nonprofit jobs. They simply decided that the financial costs of committing to the nonprofit workforce were not worth it. Many went to work in for-profit companies, and although some had social missions most did not. These personal experiences served as the impetus that led me back to school to obtain my Ph.D.
With those ideas in mind, I recently conducted a study examining Generation Y employees in the nonprofit workforce using the members survey many of you completed for YNPN in 2011. I combined this study with insights learned from an earlier study and investigated the relationship between compensation and the sector switching propensity of young people, comparing them to their Generation X (born between 1961 and 1981) counterparts.
I focused on sector switching as there are costs to both the vitality of the nonprofit workforce and the ability of nonprofit organizations to continue providing some of our nation’s most critical public services. I was interested in contributing to a more nuanced understanding of how the nonprofit sector could retain young people as studies on this topic to merely describe what proportion of the population wants to leave their job. There are few studies that predict what factors contribute to turnover and sector switching.
I began researching the literature and hypothesized that compensation would affect young nonprofit employees differently than other generations for several reasons. First, the nonprofit workforce has historically been composed of part-time employees. However, the sector now demands a professional workforce and many Universities have responded as demonstrated by an increase in the number of nonprofit education programs. Generation Y employees are also growing up at a time when there is a great deal of sector blurring. Employees no longer feel that they can only “make a difference” in the nonprofit sector. In the Trachtenberg School of Public Policy and Public Administration at the George Washington University, where I teach, about a third of our graduates enter the for-profit, nonprofit, and public sectors. Finally, the notion of what a career is, has changed. Employees of all generations recognize the limitations of commitment to one employer for the entirety of their lives. Instead, a career is thought to be made up of several job changes (sometimes even lateral moves) in order for employees to gain the skills and knowledge they desire.
In this study there are six key findings:
- A high proportion of Generation X and Generation Y nonprofit managers plan to sector switch
- Salary does not affect the propensity of Generation X employees or managers to sector switch
- Salary does not affect the propensity of Generation Y employees to sector switch
- Salary does affect the likelihood that Generation X managers sector switch
- Perceptions of compensation equity (comparisons to peers) does not affect the propensity of Generation Y employees or managers to sector switch
- Generation X managers are unlikely to sector switch if they perceive their compensation is equitable to peers in other sectors
Another surprising (or maybe not so surprising) finding is that for Generation Y managers, but not Generation X managers, holding an advanced degree increases the likelihood that they will switch sectors. So what does all of this mean? For me, I have a few more insights about how to move forward in future research. First, money matters for Millennials, and there are hundreds of explanations as to why it would matter for their generation’s commitment to the nonprofit sector but not previous generations; yet, existing data does not allow me to test those ideas. Second, and most importantly, nonprofit managers can use this research to have honest conversations about turnover, sector switching, and what can be done to retain employees. More broadly, your membership in YNPN plays a vital role in continuing to advance these discussions and the time you take to complete the member survey matters!
NOTE: As all academics will attest, particularly those of us in more applied fields, we are terrified of our academic writing never impacting practice, and more honestly no one reading the work we spend our lives doing. Although I am looking forward to 1) people reading this blog and 2) the comments it ensues, I also want to make it clear that beyond what I explain above the data does not allow me to say more, beyond speculation.
Jasmine is the Assistant Professor at The George Washington University, Trachtenberg School of Public Policy and Public Administration. She can be found on twitter: @Prof_McGinnis
 McGinnis, Jasmine. (2011). “The Young and Restless: Generation Y in the Nonprofit Workforce.” Public Administration Quarterly, 35 (3), 342-362 http://www.spaef.com/article/1288/The-Young-and-Restless:-Generation-Y-in-the-Nonprofit-Workforce
YNPN’s primary mission is to activate AND engage emerging leaders in a number of ways. One key way that we achieve both pieces of this mission is to provide them with platforms that not only allow our members to develop new skills but also highlight what talent already exists amongst emerging leaders in the sector. Programming such as our LaunchPad Fellowship provide such a platform internally, but we get even more excited when we are able to provide these opportunities via partners in the field.
That’s why we couldn’t be more excited about a recent partnership we forged with the seminal source for connection to the nonprofit - Idealist.org!
Idealist.org Editor and former YNPNer, Allison Jones, approached us with the idea to team up to offer YNPN members an opportunity to expand their network, strengthen their writing skills, and add their voice to the growing conversation about impact careers by writing for Idealist Careers - a project of Idealist.org launched to help the millions of people who come to Idealist.org find, land, and love their jobs.
Once the call for writers to cover topics such as interviews with thought leaders, job search hacks, and book reviews was put out to our social media networks, it became abundantly clear that this is the sort of opportunity YNPNers are looking for. We saw 348 clicks on the application alone and over 1800 views on Facebook.
Five talented YNPN members were selected:
Kari Mirkin, YNPN Cleveland. Column: Unabridged: A monthly review of books that inspire, inform, and challenge our views
Kari’s underlying philosophy of work in the nonprofit sector is that we need to ensure equal and easy access to the things that make us who we are: the arts, culture, and lifelong learning. A native of Youngstown, Ohio, she received her Master’s of Nonprofit Organizations from Case Western Reserve University while working at a Cleveland organization providing technical assistance and training to nonprofit professionals. She is one of the co-founders of YNPN Cleveland and now serves proudly on the organization’s national board. She’s a self-proclaimed history buff (okay, nerd) and magazine junkie. You can find herhere and here, and access a report she helped research and write here.
Leah Weiner, YNPN LA. Column: Executive director’s corner
Leah Weiner, Ed. D. serves as the Executive Director of The Division for Early Childhood, a nonprofit organization focused on advancing the field of special education. Leah has a doctorate in organizational leadership from Pepperdine University and a background in fundraising, volunteer management, board development, and planning giving. She provides consulting for small to mid-size nonprofits.
Lauren Anderson, YNPN Chicago. Column: An international lens on doing good
Lauren Anderson has completed fellowship programs in Vietnam and Finland, studied abroad in Costa Rica, taught English in Spain, but remains a Michigan kid at heart. She worked at the U.S.CDC Center for Global Health’s Policy Office, managed a grant with the International Labor Organization, and worked for her mother the toughest job so far. Lauren has a Masters in Health Management from Columbia University and BA from the University of Michigan.
Alyson Weiss, YNPN Boston. Column: Job search hacks for the new world of work
Alyson Weiss works for a career services nonprofit in Boston doing outreach and communications. She is deeply interested in translating complex social justice issues into accessible, actionable items; social media; Netflix marathons; and food trucks. Find her on LinkedIn or Twitter to start a conversation about social media marketing, professional development opportunities for young professionals, or why Twitter is like “Aaron’s Party.”
Patricia Gentry, YNPNdc. Column: Career and cause chats with sector leaders
Patricia Gentry is the senior operations manager at Share Our Strength where she supports over 80 culinary events including Taste of the Nation® and No Kid Hungry dinners across America. Originally from Sims, Indiana, Patricia moved to Washington, DC to pursue her interests in the non-profit sector, where she worked with The Fund for American Studies before starting her work with Share Our Strength. To further her personal and professional development and to broaden her network, Patty joined as a committee member of the YNPNdc member engagement committee where she is currently serving her second year.
We’re pretty psyched at the variety of topics and unique perspectives that these dynamic young writers will be bringing to both Idealist Careers and YNPN.org. Stay tuned for new content from one of these writers weekly, cross-posted on Idealist and YNPN!
By April Greene, Cross-posted from Idealist Careers.
It can be really tempting to slack off at work during the summer, if even just a little. And a little is probably okay—after all, ‘tis the season for easing up on wardrobe formality, taking lunch in the park, and leaving early on Friday to beat the weekend getaway traffic, whether you’re the ED or an intern. Let’s hit the beach!
But keep in mind that you can also harness the bright energy of summer days to make some career-recharging moves. Here are a few ideas:
Consider a work/vacation mashup
It’s truly important to take time away from work now and then (whatever the season) to relax and rejuvenate, so by all means plan a summer vacation or two if you can. But you might consider also trying to hitch your vacation to something work-related to reap dual benefits. For example, if you’ve been thinking about visiting family in the Milwaukee area sometime this summer and notice there’s a conference you’re interested in taking place there in August, talk with your folks and your boss to see if you can work out a two-part trip.
This serves many purposes: You’ll show your boss you’ve got your eyes open for work-related opportunities happening away from your desk, you’ll get to learn new things and meet new people in a new environment (#refreshing), and you might be able to cut some costs (staying with family instead of the conference hotel would save your org money; seeing if you can get your flight paid for would keep that cash in your pocket).
Pick up some back-burner projects
Sometimes it’s hard to get work done in the summer because your project partners keep going on vacation, or your boss’s phone doesn’t get reception on the cruise ship. When you reach impasses like these in your work, consider digging deep into your to-do list and bringing up smaller projects you can do solo or with the people sticking around at the same time as you. They may not be high-priority tasks (feel free to think as small as deleting old documents or reorganizing your desk), but that’s kind of the point: It’s too easy for non-essentials to get put on hold forever, and summer can be the perfect downtime to pick them back up and finish them once and for all, with less distractions to hinder your momentum.
Bonus: Having taken the initiative on some back-burner projects will make you look great when your manager comes back from the Caribbean.
Take a hike, go fly a kite, etc.
At least once a day during the hot weather months, try to venture outside, if even briefly. Go out to pick up your lunch instead of having it delivered, invite a friend who works nearby to meet for afternoon coffee al fresco, or stroll to the park for a few minutes of dog-and-people watching. Lifehacker has some other good ideas. There are a ton of productivity benefits of doing this (the increased circulation from walking, the exhilaration of breathing fresh air, the mental break of getting away from your desk), plus the reality that this is summer, and even if you do still need to go to work most days, you should do yourself the favor of remembering that fact and luxuriating in it all you can. When Labor Day rolls around, you don’t want to don’t want to wonder where the last three months went.
Yes, we know this is very Idealist of us to suggest, but fun volunteer opportunities do proliferate in the summer season (park clean-ups, trips to the zoo with under-served kids, manning the registration table at the 5k fundraiser). And the potential career benefits of volunteering shouldn’t be underestimated—we’ve written a lot about them in our Volunteer Info Center and here on Idealist Careers.
Set up some good habits
Parlay the summer feel-good energy into your work life by picking up some new behaviors that can advance your career. Create a list of your accomplishments at work—then add to it from now on whenever you do something noteworthy. Invite a coworker you don’t see much to eat lunch together one day—then pick another person to ask next month. Research and decide on a professional development or networking activity to attend—and keep doing this once a quarter, at least. If you build up a roster of good work habits now, you’ll feel the effects in every season to come.
What do you do to recharge your career in the summer? Tell us in the comments below.
You’re interested in developing your professional skills, but haven’t taken action. Why not? Chances are that you – or your nonprofit organization – are operating under a common professional development myth. I’ve outlined four of these myths below, including reasons they shouldn’t hold you back from developing your best professional self. Hopefully I can convince you and you can convince your organization to invest in professional development.
MYTH #1: It only benefits the individual
Some nonprofits are hesitant to invest time and funds in professional development because they believe it only benefits you, the individual. They worry their investment will walk out the door if you leave the organization. This viewpoint is short-sighted. Yes, the individual gains from professional development opportunities. But having a representative from your organization at conferences, seminars and events is a great opportunity to educate the nonprofit community about your organization’s mission and programs. Having a presence at these events also allows for new partnerships between organizations. Finally, the individual attending – you! – will bring new knowledge back to the organization that can then be applied to programs over the long term.
MYTH #2: It’s expensive
Sure, some professional development opportunities are expensive. But you can also find a number of low-cost or free events. YNPN-TC is a great place to start, offering monthly events at little or no cost. In addition, some more costly events offer scholarships or allow discounted rates for volunteers. If the cost is prohibitive, don’t be afraid to ask if opportunities exist to make the event more affordable.
MYTH #3: Networking doesn’t count
Talking one-on-one with someone over a drink can be just as valuable – or more so – than sitting through a lecture and PowerPoint. People meet and connect with colleagues in many ways, and networking events are one of those opportunities. There’s nothing wrong with having fun while you’re developing your network, as long as you keep it professional. Sometimes the best connections made are those one-off conversations that lead to a new partnership for your organization or a new opportunity for you personally.
MYTH #4: You can’t do it without your organization’s support
While it’s great when your organization supports professional development, this unfortunately isn’t always the case. Don’t let it hold you back. There are many professional development opportunities that take place outside work hours. Happy hour events or weekend conferences are not uncommon, and will allow you to pursue your professional development goals on your own time. Check out the low-cost Minnesota Rising Un/Conference – it’s held in annually in the fall; visit their website this summer for more info on 2013.
Next time you find yourself making an excuse instead of attending a professional development event, make sure one of these myths isn’t behind your reasoning. Take the time to convince your organization – and yourself – that professional development is worth the investment.
Have you run into these, or other, professional development myths? What have you done to overcome them?
Do you have a favorite low-cost professional development event or organization?
Last fall at a conference, I had the chance to sit in on a session facilitated by Kirk Kramer of the Bridgespan Group. During the session, Kirk shared a framework for developing organizational leaders laid out in a recent report written by he and his colleague Preeta Nayak entitled, What’s Your “Plan A” for Growing Future Leaders? If you haven’t had the chance to read the report yet, I highly recommend. It does a solid job of drawing the link between leadership development throughout an organization (especially younger leaders) and the growth and sustainability of any organization. It also couples this development with other key planning processes like budgeting and strategic planning. So Plan A pulls what is often seen as peripheral or an afterthought for most organizations into the center, encourages organizations to be proactive about this process, and (best yet) offers a step by step process for building an organizational culture that supports development. (Who doesn’t love step-by-step?)
Okay back to that conference...
Kirk shared during his session that Bridgespan’s Plan A framework had its roots in the Center for Creative Leadership’s “70-20-10” model. This model, based on extensive research, sets 70 percent on-the-job learning, 20 percent coaching and mentoring, and 10 percent formal training as the optimal mix for adult learning and development.
While I was quite familiar with the Center for Creative Leadership, before Kirk’s session, I had never heard of the 70-20-10 model, but found that it aligned almost exactly with YNPN’s “Pillars of Leadership Development” - four key areas that have our members have identified over YNPN’s 15 years as most valuable to their own leadership development.
The missing link from the 70-20-10 model, however, that so many of our members site as essential to their own growth is “access to a networks.” As I travel the country meeting with members, I hear time and again that skills-based trainings provided by organizations like ours, coaching and mentoring (which chapters are increasingly offering), and a place to apply those skills via “stretch” opportunities on the job or even board service are important pieces of their work to grow as effective change agents. But YNPNers cite just as equally the importance of being able to have these experiences in community and to access and discover new opportunities via the network.
So as giants in the field of sector research and leadership development continue to refine these models for building stronger leaders and more effective organizations for addressing society’s most pressing problems, it is important not to overlook the critical importance of networks. Next generation leaders know that individual and even organizational development falls short without connection and collaboration.
This video - Dan Pallotta's The way we think about charity is dead wrong - has been rocketing around the internet over the past couple of weeks. Numerous people have emailed it to me and a couple have shared it on my facebook wall. All of them have been asking what I think.
I finally had a chance to sit down and watch it a few days ago and, honestly, what strikes me most about it is not the central message about how our emphasis on overhead misses both the point and the potential of the nonprofit sector. I don’t think Dan Pallota is saying anything that folks like Kim Klein or GIFT have been making for years - though I always appreicate when someone’s able to underscore an important point eloquently. Mr. Palotta does just that in his TED Talk, so I am very grateful to him.
What struck me most about Dan Pallotta's talk is that he’s trying to shine a bright light on something that isn't necessarily controversial. The vast majority of us agree that the way we think about nonprofit operations is broken. Even folks outside of the sector who don't have an understanding of the ins and outs of running a nonprofit organization understand the simplicity of the argument that you can't solve big, complex problems with meager investments. What's difficult is where to and how to begin to change something that has become culturally comfortable, however dysfunctional. What are the first steps an individual, let alone a sector takes in making a fundamental shift in the way that it thinks and operates?
Last month, Rahsaan Harris, executive director of Emerging Practitioners in Philanthropy, and I posted a blog and sent eblasts to our respective networks about something else that most of us agree is broken - power dynamics between funders and grantees in the nonprofit sector. We titled the eblast Beans & Cornbread - Rahsaan's tongue-in-cheek reference to the Louis Jordan & Tympany Five song about things that go together but sometimes just can't get along. But we also talked seriously about this need for a fundamental shift in the way that these dynamics play out and what we see as the role of our generation in facing these issues.
What Rahsaan and I found in our conversations surrounding the post was that agreeing that the fundamental relationship between the nonprofit sector and the philanthropic sector is problematic wasn't hard. Agreeing that EPIP and YNPN have a unique role to play in addressing these dynamics wasn’t hard either. It’s a conversation that our organizations have actually been having for years and our members are very ready for based on the numerous responses we got to the survey that accompanied the post. What's hard is figuring out what to do next.
After we sent out the post, many responded enthusiastically, “Saying, okay - what’s the plan?” Here’s the honest answer - we’re not really sure. EPIP and YNPN have taken important steps by co-facilitating power dynamics workshops together but know that this is only one piece of the puzzle. We know that it’s important to set the stage at the National level but also need our members to be talking one on one. We know that this conversation has and will take years (as fundamental shifts tend to) and it will take many of us working patiently together. So we're as curious and excited as everyone else to see where it will lead.
What we do know is that folks are ready - they’re past ready. So we’re ready too. And we’re looking forward to figuring this out together.
The second in a 3-part blog series by Jeanne Bell of CompassPoint and Trish Tchume of YNPN
Pedro Trujillo is 23 years old and has been organizing around immigration reform for 4 years, currently at the Coalition for Humane Immigrant Rights of Los Angeles(CHIRLA). He tells an important story of unintended consequences—of unintentionally pitting generations against one another in the national movement to pass the Dream Act.
Instead, he says, he would like people who were pushed out of high school and did not obtain their diplomas to take ownership of the fact that they too are Dreamers. "I want immigrant grandparents and families to step out and say, 'We are Dreamers too!'"
With what he calls "the small but important victory of the Obama Administration’sdeferred action policy," multigenerational leadership was essential. "The whole reason we won 'deferred action' is that all parts of the immigration reform movement started saying the same thing, not just the youth."
|Jeanne Bell and Trish Tchume||In co-designing our joint conference, Generations of Change: A Multigenerational Leadership Conference, YNPN and CompassPoint were committed to moving the generational differences conversation forward to how the generations can and are working together for progressive social change. One of our panelists was especially provocative on the topic.|
|The mainstream often expressed acceptance of the Dream Act because eligible young people were "not at fault" and were "brought here against their will." He says this messaging came about in part through immigrant-youth-led discussions on what language would work best and be viable with mainstream America.||Youth activists from CHIRLA’s, Wise UP! program in Los Angeles|
|"Once young immigrant leaders began to incorporate these talking points into their story of self, many other students adopted it without question. Naturally, politicos jumped on this messaging too, as well as the media and everyone else. I say naturally because it is easier to stand next to and demand for an undocumented student to be considered 'American' if they are on their way to a degree, than to do the same for someone who is a household worker or fast-food restaurant employee and is also undocumented.|
We agree with Pedro that activists across the generations have more that unites them than distinguishes them; our work together is the only path to meaningful victories in the work for social equity.
By Jeanne Bell of CompassPoint and Trish Tchume of YNPN
We thank the Annie E. Casey Foundation and the Walter and Evelyn Haas, Jr. Fund for their investment in our collaborative national convening and this blog series it inspired.
Over half of the 900 respondents identified as YNPN members. So the survey results - which provided enough data for four compelling articles featured in the June 28, 2012 issue of the Chronicle of Philanthropy - not only tells the story of what is happening for young people accross the sector, but gives special insight into the experience of those attracted to the YNPN network. Together the four articles tell the story of critical challenges facing our constituents, from concerns over healthcare access to mounting debt - challenges which mirror those of so many workers in America and the vulnerable populations often served by our sector.
To read the full articles, click through to the links below (Chronicle login required for some):
- Fledgling Nonprofit Workers Bear Financial Burdens
- Health-Care Law Helps Young Nonprofit Workers Get Coverage—From Their Parents
- The Gender Gap in Pay Among Young Nonprofit Workers
- Early-Career Nonprofit Employees: a Portrait
The recent article in the Wall Street Journal on small charities being forced by bigger ones to change their names, colors and other portions of their branding really disturbed me. So now we, compassionate servants of social missions, are colorists?
I do understand the need to have a strong identity, but if you are constantly suing the other charities and keeping them from their mission, something's horribly wrong.
Let's not forget that we are social missions and well-run, well-financed organizations. If you really think your organization is losing money and/or manpower, go back to the drawing board and find a brand that can't be duplicated. Consider a merger even, especially if both groups are fighting for the same cause.
For too long, charities and other nonprofit social mission entities have been caught up with being like for-profit, publicly-traded corporations. Unlike shareholders that win if you maximize profit, you can lose your donors and stakeholders if they feel their money is being wasted or spent on overhead at the expense of the social mission.
Keeping that in mind, either re-write your mission such that it supports these type of brand defending activities or get back to funneling your money to the cause at hand.
What do you think? Is it ok to protect your slogans, logos or other branding activities at the expense of yours (and other similar groups' ) core mission?