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Four Steps To Prevent Stress

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Stress and burnout plague everyone in every sector. Nonprofit employees, however, seem to suffer especially. If we all spent five minutes jotting down the causes of our stress, we’d probably have fairly similar lists: emotionally draining work, constant urgency of needs, limited resources to do the work, low pay, not enough time in the day, etc. And, surprisingly, we’d all miss the only true cause of stress: rumination.

In his article, “Pressure Doesn’t Have to Turn into Stress,” published in the Harvard Business Review on March 16, 2017, Nicholas Petrie explains that the “causes” we would put on our list are actually not stresses but, rather, pressures. We create stress when we choose to react to pressures with rumination – the act of rethinking past or future events while attaching negative emotion to those thoughts.

Different folks can face the exact same pressures but experience very different levels of stress because of their individual reactions. For those who are interested in reducing their stress-levels, this is great news! Your stress-level can be entirely within your control with practice and discipline. Petrie offers the following four steps to help you:

Wake up and be present. Most rumination occurs when we are daydreaming or not focused on our current actions. Try some physical tricks like sitting up, clapping your hands or moving your body to bring you into the present. Get busy and re-engage with tasks at hand.

Focus on taking useful action. Petrie suggests the following exercise: Draw a circle on a page, and write down all of the things you can control or influence inside it and all of things you cannot outside if it. Remind yourself that you can care about externalities — your work, your team, your family — without worrying about them.

Put things in perspective. Petrie suggest three strategies for gaining a healthy perspective of your situation. One is a questioning exercise in which you ask yourself:  “How much will this matter in three years’ time?” and “What’s the worst that could happen?” and “How would I survive it?”.

Let go. Petrie admits that this is the hardest step to take. It has three required components: accept the situation, learn from the experience, and take appropriate action to move through and out of your situation.

Read Petrie’s entire article here and start a stress-free Spring tomorrow!

https://hbr.org/2017/03/pressure-doesnt-have-to-turn-into-stress

Hardest Part of Board Member’s Job?: Orienting a New Executive Director

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Imagine starting a job where you have 5 or more bosses with whom you meet once a month. They are thrilled to have you on board – relieved, really – because they haven’t been intimately involved in the day-to-day operations of the organization and they know that there is lots of work to be done. Staff is glad to have you on board, too, and is anxious for direction.  Where do you start?  How do you make sound strategic decisions when you’re still trying to figure out where the bathrooms are located and remember everyone’s name?
This scenario may seem like a bit of an exaggeration, but, sadly, it replays in nonprofits of all sizes again and again, year after year.  The “costs” of replacing a key executive in any type of organization are costly because of the requisite learning curve. Flattening that learning curve is especially important for nonprofits – both because they are working with fewer resources than their for-profit counterparts and because the services they offer are critical to clients who rely on them.  Ironically, right at the moment that the board of directors sighs with relief after hiring a new executive director, that’s when the real work needs to begin.
In their article, “Boosting Nonprofit  Board Performance Where it Counts,” published in the Stanford Social Innovation Review, July 16, 2014, Lisa Walsh, Libbie Landles-Cobb and Leah Karlins offer 5 specific strategies for nonprofit boards to employ to help a new executive director transition more successfully to your organization:
  1. Do your homework in order to hire well.
  2. Collectively set the new leadership agenda.
  3. Get clear on goals.
  4. Go slow on orientation to go fast on the job.
  5. Make performance management routine.
For more specifics about each of these recommendations, read the entire article here.

How Much Should You Pay Your Nonprofit Executive Director?

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Lately at Spokes, we’ve received a lot of questions about nonprofit executive compensation.  Many nonprofits are planning and budgeting to hire their first-ever executive directors in 2016.  Others, unfortunately, have suffered some turn-over in their executive positions.

So, how does a nonprofit that is hiring a new executive director – either for the first time or to replace a previous one – decide what to offer to attract and retain the best person for the job?   How does a nonprofit compete with increasing employment opportunities in all sectors of our economy?  How does a nonprofit balance its fundraising obligations with its desire to retain good employees?

The answer is complicated. And, there is no one solution for all organizations.  As with all nonprofit management issues, there is quite a bit of art mixed in with the science of budgeting and managing employees.

First, visit Spokes!  We have purchased the most recent Compensation and Benefits Survey for Southern & Central California Nonprofit Organizations.  Published by the Center for Nonprofit Management, the survey provides detailed compensation information from 509 participating nonprofits for every staff position, including executive director, bookkeeper, administrative assistant, program officer, volunteer coordinator, development manager, counselor, receptionist, gardener, case worker, activity director, thrift store clerk, network technician and many more.  We have only one reference copy available in our library, so you’ll need to visit us to view the survey. Members, however, may also call us to request scanned copies of portions of the report.

One of our favorite educational resources, Blue Avocado, recently published an article that offers some concrete steps boards can take to better inform their compensation discussions and decisions. Highlights include:

  1. Consider the value the individual brings to your organization.  Salaries are paid for the work to be done.  What would it cost to recruit and hire someone else to meet your goals for next year?  If your expectations are escalating, perhaps your salary budget needs to grow as well.
  2. Ask other nonprofits what they pay their executives. If there are not enough local comparisons, consider similar positions in same-size organizations in the for-profit or government sectors to establish a benchmark that’s in line with your community’s cost-of-living.  Remember, salaries within the same sector can vary widely throughout the country.
  3. Consider what benefits you are offering.  Retirement and health benefits can add thousands of dollars to the overall compensation package.  More and more employee candidates are more interested in benefits than salary, especially with escalating healthcare costs and concerns over the future of social security.  If you don’t offer benefits, the salary may need to be higher to allow the employee to purchase/invest independently.

For many of us, a new fiscal year and budget will be here before we know it.  Start planning now by scheduling time on your next board meeting agenda to discuss your process for evaluating the executive director, ensuring that other employees are being evaluated and defining a strategy or policy to guide your salary and budgeting discussions.  As always, please let Spokes know if we can assist you as you move through your process. We’re here to help!

Blue Avocado article link: http://www.blueavocado.org/content/how-much-pay-executive-director

Create Cultural Values, Create Value for Your Nonprofit

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Lots of nonprofit organizations tend to “skip” the creation of cultural values for their organization.  Are you one of them?  If so, you may be missing a valuable opportunity to establish a tool that will help you more effectively identify and recruit board members, staff and volunteers who can best move your mission forward.

Most business management mantras will dictate that having the “right” team members is critical to the success of any organization.  But, how do you know if your team members are the “right” ones?  How do you evaluate or identify if a prospective team member understands and embodies the key values needed to realize your mission if you haven’t yet defined those values for the organization as a whole?

The value of your values may start with building your nonprofit’s leadership, staff and volunteer teams, but that value grows as it permeates every layer of your organization.

Take strategic planning, for instance.  After confirming your vision and mission, it’s important to clarify your organization’s values – the “rules of engagement” for how your team (board members, staff, and volunteers) will treat each other, your donors and, most importantly, the men, women and children you serve.  If your organization is fortunate to have a broad team with individuals independently working towards common strategic goals, its important that they share and abide by a core set of values to ensure that they can a) identify and recruit more of the “right” folks, as needed; b) meet minimal expectations for individual performance and c) create consistency in the interactions they each have with your organization’s various external stakeholders.Remember, too, that the work of a nonprofit (perhaps life, in general) rarely progresses in a linear fashion.  Unforeseen and unexpected events pop up all the time.  Having great policies in place will help you weather the worst case scenarios that may arise from most unforeseen events.  But, what about that exceptional event that falls outside all of your policies?  What then?  Think of your organization’s values as an umbrella insurance policy for the work of your organization.  When all other policies fail to provide adequate direction for a specific circumstance, your organizational values serve as an ultimate guide for each of your team members to help them make the very best decision possible.

Values are most valuable when they are regularly reviewed, modified as needed and disseminated throughout every level of your organization.  If it’s been a while since your organization has reviewed its corporate values – or if your organization doesn’t have any written values – consider allocating 15 minutes of your next board meeting to have a thoughtful review or discussion about them.  Use Spokes’ Core Values Worksheet to help identify what values are most critical for your organization at this point in your history.  Starting from scratch?  Identify at least three core values as a start.  Know that the board is always able to add new values as they may be identified – or rewrite previous ones.

To help you start the conversation about values within your organization, consider sharing this video: http://bigthink.com/videos/culture-at-30000-feet-above-ground from Dr. Frances Frei, Professor, Harvard Business School, and Anne Morriss, Chief Knowledge Officer of Concire Leadership Institute.  (The video is directed to for-profit companies in the service industries; please remind your colleagues that every nonprofit is a service organization.)

Remember: Embezzlers Don’t Want You To Know What They Are Doing

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Click to download this 5-page Accounting Controls Checklist

Far too often, nonprofit board members assume that their organization’s finances are safe because large sums of money haven’t gone missing.  What they don’t know is that embezzlers rarely steal large sums of money.  They don’t want anyone to know that they are stealing money so they do their best to stay “under the radar” in their illegal behavior.  In fact, most embezzlement occurs in increments of $100 – $300 and are recorded as payments to fake vendors.  Sometimes, the embezzlers even create fake invoices to justify the fake payments, further deluding board members who try to track funds carefully.

And, did you know that there is actually a group of criminals who prey on athletic clubs and programs?  Many of these entirely volunteer-run organizations have minimal accounting controls making it easy to manipulate financial data and steal funds.  In fact, just last month, another athletic program fell victim to an individual who stole up to $700,000 from their organization and a local business, both located in Paso Robles, CA. Read the story below.

Protect your organization – and your own liability as a board member – by ensuring that your organization is using proper accounting controls.  Following is a list of several recommended controls any organization can implement to help prevent financial misappropriation.  Employ as many as you can, check references and backgrounds on bookkeepers (volunteer, contracted and salaried) and remain diligent in monitoring your organization’s financial reports and accounts. If you need more assistance in protecting your organization, know that Spokes is always here to help!

Bookkeeper suspected of embezzling from Paso Robles business

By Matt Fountain

[email protected]

March 23, 2015

A Paso Robles bookkeeper was arrested last week on suspicion of embezzling at least $700,000 from a local manufacturing business over a period of six years and possibly embezzling money from the North County youth sports nonprofit where she was treasurer for about seven years.

Police say they are still investigating whether the nonprofit suffered any losses.

Denna Carol Serda, 56, was arrested following an investigation that included a Feb. 5 search of her Paso Robles home and a subsequent review of her personal bank accounts, according to Paso Robles police Sgt. Tod Rehner.

As a result of their investigation, detectives secured an arrest warrant for Serda, who turned herself in to the Paso Robles Police Department on Friday.

She was booked into San Luis Obispo County Jail on Friday on suspicion of felony grand theft exceeding $950 as well as forgery, and the San Luis Obispo County District Attorney’s Office is considering filing additional criminal enhancements for taking property exceeding $50,000, aggravated white-collar crime exceeding $100,000 and the denial of probation for a crime exceeding $100,000.

Rehner would not identify the nonprofit or the private company Monday, but The Tribune has learned they are Make-It Manufacturing of Paso Robles and the Paso Robles Youth Sports Council. Serda is no longer with either entity.

The Police Department said in a news release that Serda is suspected of embezzling more than $700,000 from her for-profit employer between 2008 and 2014. Officers believe Serda also forged more than 450 financial documents in order to embezzle those funds.

Detectives are compiling additional financial documents from the Paso Robles Youth Sports Council; that investigation remained ongoing Monday afternoon.

Greg Powell, president of Make-It Manufacturing, confirmed Monday that Serda was hired as his company’s bookkeeper in 2008.

Powell said he was served with a summons by the Internal Revenue Service, which stated that Serda and her husband, Steven Serda, were being audited for suspicious income. When he met with auditors, Powell said, he was presented with a document on his company’s letterhead approving an employee loan to Denna Serda with his signature at the bottom, which he said was forged.

Before hiring her, Powell said, he knew Serda for years through family and friends, as well as through local youth sports.

He said that he brought the matter to his insurance agent, who is also involved in the Paso Robles Youth Sports Council, for which Serda was treasurer.

“He literally went white,” Powell said. They then contacted police, he said.

Marc Dart, current president of the sports council, said Monday that Serda was one of the founding organizers of the 501(3)(c) and served as its treasurer from 2007 until January 2015.

The nonprofit consists of representatives from local sports organizations, elected board members and liaisons from the city and the Paso Robles Joint Unified School District to advise and petition the city and school district on matters related to youth sports.

Serda’s husband previously served as the sports council’s president beginning in 2006.

Dart confirmed that the organization’s board became aware of concerns about Serda from her employer and asked to discuss it with her. She came in accompanied by her husband, Dart said, and both promptly resigned in January.

Dart added that the organization has gathered financial records and is cooperating with detectives and the District Attorney’s Office.

According to court records, Denna Serda was convicted in 2003 in San Luis Obispo Superior Court for grand theft of more than $400 in property. She served 30 days in County Jail and three years of formal probation and was ordered to pay about $720 in restitution and $700 in other fines.

She remained in County Jail on Monday evening in lieu of $1.2 million bail.

All public phone numbers listed for Steven Serda in Paso Robles were disconnected as of Monday afternoon.

Assistant District Attorney Lee Cunningham said Monday that prosecutors had not yet filed charges against Denna Serda; Cunningham was not able to comment on the possibility of criminal charges against her husband.

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