As the day wore on, either she softened or I grew accustomed to her or a little of both. In the end, I rather liked her and her presentation came together nicely.
Allow me to call her Simone J., of J. Associates. Can you guess what she does these days? That's right, she's a consultant. Here's her website: www.simonjoyaux.com. It's chock full of free goodies.
Part of what rubbed me the wrong way initially is that she talked a good game about the necessity for fund raising professionals to stimulate conversation and dialogue within the organizations, but the emphasis for most of the morning was selling oneself as a professional. Access the knowledge base and research out there about what works in fund raising and what doesn't (yes, yes, yes!) then tell those on the Board or in leadership who offer their (uninformed) opinions that you are right and they are wrong (no, no, no!). You must position yourself as experts, she said. You are right and they are wrong.
I thought a lot about the "Doctor-patient" consultation-client relationship, or the consultant as expert. Yes, there are times when we need to be just that and that is where accessing the current body of knowledge in our fields is critical. I am glad she emphasized that point. But clearly, Simone sees herself and other fund raising professionals, and fund raising consultants, as in a "Doctor-patient" relationship with an organizational client. And she presented herself as just that--the expert in the field who was there today to tell us, or the fund raisers in the room that day, how we need to do our jobs.
There is indeed a lot one can learn from experts.I learned from Simone today.
Simone ended the day explaining that fund raising professionals need to be organizational development experts who understand corporate governance, corporate culture, process facilitation, group dynamics, etc. Now this was much more familiar to me--yes, the internal consultant who practices PC, who can collaborate with organizational leaders and members. She emphasized asking questions and getting feedback, input and ideas from donors (diagnosis!). She scolded us who weren't doing these things already. Sigh. Yes, doctor, I will follow the prescription.
Simone also emphasized that her world view of fund raising professionals changed once she began to read and explore beyond journals and information designed for fund raising professionals--once she begun to understand business management principles and began to read the Harvard Business Review and Peter Senge and blogs, blogs, blogs. Simone may not be an HRD or OD expert but I left her workshop with valuable information about how she expanded her world and I gained insight into her model of how one, as a consultant, can perhaps cause change to happen when one has no authority to mandate change. I have no doubt she is a force to be reckoned with...at least while in the room. What happens after she leaves is another story!
Now Penny, before you read my comments, let’s both acknowledge that I am absolutely impressed with all of my opinions, and that I see them as providing breath-taking insights into life. I am also amazed at how often I am correct.
ReplyDeleteYour reflections about the guest speaker reminded me of a recent consulting activity I completed for a non-profit group. Simone identified a valuable point: “…fund raising professionals need to be organizational development experts who understand corporate governance, corporate culture, process facilitation, group dynamics, etc.” Here’s my story: Over the years I have volunteered my time (I’m so wonderful) with a non-profit group and was often frustrated with how out of touch they were, and are, regarding the realities of the business world. This group relies on businesses contributing the time and resources of their employees in order to support the group’s efforts within the community. For years, the group has taken employees through a two-week training program and transitioned employees into short-term projects, then returned them back to their organizations after borrowing them. The coordinator of this program is passionate about the mission and wanted to make the training part of the experience more robust. During a conversation about this desire, I asked if I could evaluate the program, weigh it against its objectives, and propose some revisions. Here’s where the understanding of the business world comes into play. My father was a very strict man whose purpose in life was to lay down laws for his children. One of his laws (and this is one of his few laws that I didn’t break growing up and still obey as an adult) was this: When you borrow something, give it back in better condition. You will keep friends that way. For example, when you borrow a lawnmower, wash it afterwards and fill it with gas, and then return it.
After reviewing the non-profit’s training program, I used my father’s law as my inspiration point for this self-appointed consulting role. I selected four leadership competencies as the foundation of the two-week learning experience and designed daily learning activities that reinforced the competencies. I then advised (my brilliant opinions) the coordinator to promote this revised program as a business development opportunity for employees as well as a medium by which businesses may give back to the community. Make the benefit obvious to the businesses: when borrowing employees, return them in better condition (knowledge, skills, abilities) to their organizations. The coordinator accepted my proposal and we put it into place this year. It was a big success and the feedback has been incredible. (Darn, I’m good.) Again, I really like what you said regarding the role of non-profit fundraising employees as also being OD practioners in order to help businesses and contributors to see the return of investment.
Penny,
ReplyDeleteCould the presenter's style be meant to "shock and awe" the audience, and in doing so create resistance? It sounds like she created some in you! Was it productive in the end? I wonder if she truly was a doctor, how her quality and bedside manner ratings would be?
I'm already looking forward to your textbook topic presentation on resistance because the chapters on that topic from our (massive) Organization Change text last Spring really challenged me to think about the productive aspects of resistance. I have not read ahead and so really do not know where Block & Schein (& You!) will take us on the subject.
I do appreciate Simone's advice to read business management journals. I think in any profession, fund raising and human resources included, it is easy to trap one's head in the sand and not look up every once in a while to see what other industries are saying. I receive a daily email from Harvard Business Review on new posts and usually find an article in each one that really gets me thinking. I endeavor to review them daily and when I do, I get great ideas about innovation and change and people management. More importantly, it grounds me and reminds me that I am far from being the Doctor or the Expert in this world. In fact, I don't think I could ever pretend to, even if it was meant to create resistance!
Hey... I've got it! How about instead of an apple, our mantra can become "An article a day keeps the Doctor away!"
Steve: I, too, am amazed at how amazing you are. I want you to know that your father's rule about returning something borrowed in better shape than when it was given to you is one that I am now adopting. Can we add that to Schein's rules for process consultation?
ReplyDeleteRachel--you raise a good point about my own resistance. My reaction provides me data about how I manifest resistance and why and this recent personal experience is something I can draw upon to enhance the presentation on Resistance. I love the mantra "An article a day keeps the doctor away!".