I love yes. It’s the opposite of no and a close cousin of maybe. Anyone ever tried to plan a trip with 10 people’s input? Let’s just say… it’s challenging. Sometimes that is exactly what it feels trying to get a consensus while working through a rebrand with a non-profit. And for those of you out there who work with and for non-profits, I know you feel me.
I never said I took the easy route when I switched from working with for-profits, but I will say I took the most fulfilling one. When I can help tell the story of an organization that can’t quite see the forest for the trees, there is something really magical about that moment. Now, in defense of my amazing clients- being “in it” rather than “on the outside” is a very different position and vantage point. In most all cases there are a whole lot of people/opinions, committees, stakeholders, partners, participants; the list can go on and on. Coming to a consensus can sometimes require an act of God. So, how can you tell the story that honors all those involved and still keep the project from derailing? Here are some things I am thinking about when it comes to getting to yes:
- Try to not lose momentum. Whatever the project is, if you keep things moving, you are more likely to be successful. Ideas are best served hot, if one get’s cold toss it aside and come back to it later, assuming it’s worth it.
- Engage in a variety of ways. Surveys, interviews, group discussions, and breakout sessions (and I’m not talking about running for the door). My point is, it shouldn’t be a Town Hall.
- Don’t get involved in personalities or the clash of personalities. Good ideas are good ideas, whether they came from the intern or the Chairman of the Board. I try not to be worried with the politics. Trying to appease people who care about that stuff doesn’t equal your best work. Or at least not mine.
- Know when to call it. There will come a time when you have done all the due diligence you need. Knowing when to say when is an art.
- Create a sub committee. Hey, when in Rome! If it helps get the project complete by reducing the number of cooks in the kitchen then so be it.
- Hire or appoint a wrangler. Whether this is a paid consultant or a point person from your own board, this person has to fill the role of what I call “the renegade”. (More on critical role of the renegade in nonprofits later in another post.)
- Be realistic. Realize that you can’t and shouldn’t try to make everyone happy.
- Less talking, more working. The best way to get a consensus is to not try to come up with all the ideas as a group. [Consultant exits stage left, goes quietly back to desk, and reemerges a few weeks later with something for the group to review and discuss.]
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