Over the last 20 years, I've been involved with dozens of nonprofit organizations as an employee, a board member, a volunteer, a services vendor, a contractor, and a consultant. I've worked with the tiniest ones that are run solely by volunteers, like the National Center for Community Collaboration. I've worked with large ones that have thousands of volunteer and paid staff members, such as the University of Denver. As part of my community outreach and marketing efforts, I've conducted informational interviews with more than 75 board members, development directors, executive directors, and operations directors in the Denver area.
My frustration has often been the snail's pace at which things happen in nonprofits, especially as compared to the lightning speed at which small-business owners move. When I see that transformational change is possible, I want to go, go, go make it happen! The pieces of the jigsaw puzzle that ensure the nonprofit achieves its mission are all there: money, expertise, passion, and time. It's just that someone, or a few folks, need to sit down and, in one marathon all-nighter, fit those yellow, white, and green bits together to reveal the tranquil landscape pictured on the outside of the puzzle box.
But I've realized that it is almost always only incremental change that's possible in nonprofit organizations. Once-a-month board meetings, executive directors with impossibly complex job descriptions who work for below-market wages, an economy that has squeezed Americans' ability to give, and many other factors conspire to limit the way we can fit the puzzle pieces together.
Instead of funders, staff, volunteers, and the community sitting down at the table together to work on the puzzle together, one person at a time meanders by the puzzle table and tries to make a piece fit here or there. Sometimes, on a coffee break, a couple of folks chat over the puzzle while they sip their steaming beverages and quickly find five pieces that fit together. Once in a while, someone who thinks she knows better will remove a piece that's already been fitted correctly in order to see if there is another piece that works better there.
Eventually, though, we start to see larger and larger pieces of the whole: a lake in the background comes together, a fox materalizes at the lower right-hand corner, a sunny mountainside pops out, just needing a couple of pieces to make it complete. These microcosms of the larger landscape represent corporate sponsorships falling into place, or finally getting that policies and procedures manual completed, or identifying the organization's core competencies.
As the picture becomes clearer, and we see that it is indeed possible to re-create that photo from the front of the puzzle box, we get more and more excited. People stop by the puzzle table more often, and in larger groups, and for longer periods of time. It becomes more and more obvious where the remaining pieces fit. Finally, the puzzle is complete!
We stare in wonder and pride at the hungry folks who have received nutritious meals, the students who graduate from high school, the refugees who now have housing. We remember back to the monstrous pile of 1,500 pieces of cardboard and paper we looked at when we first dumped them out of the box. We feel proud of the contribution each of us made, though it took a long time and we faced many moments of despair along the way. And we think, "Easy does it. Slow and steady. Never give up."
