Special 2016 “Alan Harrison’s Birthday” Edition: Pack Up the Babies and Grab the Old Ladies – And an Easy-To-Fulfill Wish List
I was born on May 14. Conceived on a hot August night. Neil Diamond would’ve been proud. He was old enough to have a kid then, so…who knows? Brother Love? Are you my papa?
From him, I want flowers.
From you, I want (this is your cue):
- A 137-word card. ( <–Yes, that’s a link.)
- Share your favorite 137 Words post with your social network (that’s “share,” not “like”).
- To join a great company with a great mission. In Seattle.
- Health for The Kid.
- Guidance for The Kid.
- The love of my life to be happy, fulfilled, and curious. You know who you are.
- The ability for you to guide your favorite nonprofit to safety, security, and success.
- Brilliantly measurable missions, better than you believe you’re capable of.
- Complete, successful execution of those brilliant new missions.
- Pie, not cake.
Nonprofit Arts Leaders: 137 Powerful Verbs for your Mission or Programs – Instead of Hyperbolic or Aspirational Adjectives. (Boring Headline, Yes?)
Don’t own your own performance space. It’s a liability, not an asset. Balance sheet be damned.
An asset is something you can sell. No one wants to buy a theatre…unless it’s to tear it down. And if it’s an Historic Building, run like the wind.
This isn’t just avoiding an “Edifice Complex.” Unless, of course, you adore unending capital campaigns to rebuild the defects your company “cheaped out” on. Find funding for what you do, not where you do it.
That said, one of the most overlooked ways in which a board member can help an organization is to provide eternal, free nearby office space for the company (there’s never enough inside the theatre). It’s a major tax deduction and the perfect in-kind gift – one that actually removes a necessary expense from the budget.
Happy Passover. Story goes: Jews escaped slavery and spent 40 years finding “the Promised Land.”
A popular idea on why it took so long: the generation that escaped were slaves. The generation after that was prepared to lead the new world. People found leadership abilities only after shedding the slave mentality.
When a change in staff or board leadership occurs, it is incumbent upon the incumbent organizational leaders to adapt, not the other way around. You didn’t hire (or elect) a “new” former leader. You hired an exemplary individual with different (but complementary) values, aspirations, and ideas. Shed the mentality of an organization run by the previous leader. That culture vanished when that person left.
If you’re the new leader, remember that you were hired to lead on your terms. Your feet won’t fit in someone else’s footprints.