A great panel discussion can be magical. This event was just that. It was the perfect combination of panelists in terms of the number of voices, the range and diversity of experience and the content. The event was meant to be a “safe space” and so the information provided is somewhat anonymized. Obviously if you were there you know who said what, but if you were not, I can tell you it doesn’t really matter because across the board these panelists were on point and largely in agreement.
The conversation starts with each individual's personal perspective on culture and why it is important to us. Here are a few gems:
Great fundraising results come from a great culture. A toxic culture makes it impossible to be yourself and be successful. This is one of the number one issues we need to talk about in our sector in order to unlock fundraising results. Truly believe the reason our organization has seen such unusual growth is because we have worked so much on the culture with so many folks.”
Employees are our number one asset. Our work can define who we are. A lot of the time we spend more time at work than with our families. Our culture is about how we show up in the world.”
I think in terms of cultures not culture. I don’t think culture is a one-dimensional factor. It doesn’t have to be one thing. A confluence of multiple things, multiple identities. I believe culture is our way of expressing our identity and creating a sense of belonging in our organizations.
It matters greatly to me. I’ve worked in a bad culture and that’s what has made it very important. I worked in a negative and toxic culture. Leaders who acted more threatened than empowering. I love what I do so much, I want the work to love me back.
Stephen George then asked: What’s going on in the world right now around power? Small movements that turn into power shifts. Power abuse by individuals. Culture and Power must interact significantly what is your experience about that?
We just held a Power Summit. What was interesting was that those who were perceived to have power didn’t think they had it and vice versa. As leaders, one of the greatest things we can do is to give away power. Assess the power and power dynamics. Who thinks they can and can’t make decisions? Change the way decisions and power are distributed throughout the organization. Developed a strategic plan from the bottom up.
Power becomes a dance with a wicked master all the time.
When I think about power, I think about at what level people have voice, choice and control over their lives, stories and experiences. I look at the work of some international support agencies and the way they message about Africa what happens when those messages lack agency voice, choice and control?
For me what is important is transparency, nothing hidden behind the curtain,
From here the panel transitioned to a conversation about toxicity in the workplace and what to do when a person has “gone toxic.” One panelist pointed out that toxicity is in the eye of the beholder and that we need to define what we mean by toxicity as sometimes it is really someone standing up for human rights. Another shared the idea that a difference of opinion is not toxicity and that there is a lot of grey space in this year.
It was suggested that there are simply some behaviors that cross the line such as bullying, harassment, and sexual harassment. This panelist pointed out that people generally are afraid to call out this behaviour. The panelist asked: How many women here have been essentially “pimped out” to their donors because we know they will react positively to them? The panelist suggested that there are things that truly are toxic, and we must stand up and say this is wrong and we are not going to take it. We must not turn a blind eye.
As the panel wrapped it was clear that they agreed the relationship between fundraising success and culture is clear. That the two are inextricably linked. We need to spend more time discussing culture and leadership and the creation of climates that will support us to succeed.
This is a recap of a panel at the IFC. To register for the next IFC, click here.
This recap is by Maryann Kerr who is Chief Happiness Officer/CEO and principal consultant with the Medalist Group. She is a true believer that the health and well-being of our workplace is directly correlated with the health and well-being of our employees. With over 30 years in the philanthropic sector, Maryann has served multi-faceted local, provincial and national organizations in executive leadership as well as senior philanthropic positions. She currently sits as Past-Chair of the Board of Directors, Gilda’s Club Greater Toronto and as a Member on the Board of Directors for Next Gen Men. Over the course of her career, Maryann has worked with outstanding teams of volunteers and staff to raise over $100 million for the social profit sector.
The Medalist Group is a boutique organizational development and philanthropic firm founded in 2006 by Maryann Kerr, with a goal to co-create well-led, collaborative, inclusive workplaces where productivity/mission delivery and employee engagement is high, and turnover is low. The Medalist Group believes social change won’t happen unless sustainable movements and organizations exist to encourage and develop a healthier workplace for a healthier you.
