If there's one word that defines the state of the nonprofit community as we move into 2010, it might well be "challenge".If there's one word that defines the state of the nonprofit community as we move into 2010, it might well be "challenge". On Wednesday, October 21, I'll be sitting down with theleaders of six of Richmond's nonprofit organizations to talk about a range of issues facing their organizations. The leaders at the table will be: * Reggie Gordon, Red Cross * Sherrie Brach, United Way * Lynne Washington, Peter Paul Development Center * Jeanine Harper, Greater Richmond SCAN * Robert Bolling, William Byrd Community House * Mary Lou Decoussaux, Neighborhood Resource Center The special Evening at Morton's discussion will be held at Morton's the Steakhouse in downtown Richmond, and while the dinner itself will be a closed event the conversation will take full advantage of technology -- it will be live blogged by Tony Scida of The Hodges Partnership, live tweeted by Trevor Dickerson of the popular Downtown Short Pump community news site, and audio recorded and made available after the event. My job is to keep the conversation lively and engaging -- not that I'll need to do much once the six participants get started! This is the third Evening at Morton's event of 2009 -- the first two focused on sports in Richmond and on arts and culture. The series is a co-production of The Hodges Partnership and Morton's the Steakhouse.
Speaking to Communicators About Strategy, Social Media
I had a rare opportunity to speak for well over an hour yesterday about anything I wanted!I had a rare opportunity to speak for well over an hour yesterday about anything I wanted! Responding to an invitation by the Virginia Government Communicators to speak at their fall conference was the easy part -- coming up with something relevant to speak about was more challenging. The focus of the conference was social media, and I certainly have stories to tell from a decade of blogging and my full use of social media tools to promote and brand my business. But I also wanted to speak about what I t hink sits at the heart of effective social media -- good communication skills, strong relationships, and a genuine desire to learn from your audience. I used my storied past as a vehicle to frame the conversation -- a job-by-job examination of how social media tools (starting with email in 1992 and continuing onward to today's Era of Twitter) have collided with traditional communication practices. I saw it at the Times-Dispatch as a reporter and at VCU as an editor almost two decades ago, and the collisions continued at Circuit City and at Luck Stone. But the learning in every instance was huge, and that was the point I tried to make. All of that -- along with my experiences with Buttermilk and Molasses and a rampant Twitter presence -- brought me to the heart of my presentation. Yes, another set of Five Lessons: * The conversation is the change. People want to connect with other people. Social media is a conduit to bring your communities closer together. * While we engage and measure our activity in moments, the power of effective social media happens over time. It is effective when it is rooted in narrative and has real context. * Understanding the stories that matter to your community is your most important job. Creating new stories that give your community more connection is your second most important job. * Think of your social media activity like the serial novels of the 1800s -- your most passionate readers should be standing at the docks waiting for each installment. There is an emphasis on the word installment for a reason. * Each moment matters. This takes time. You’ll make mistakes. People won’t understand. You’ll get lazy. Distractions happen. You’ll get bored. Your readers will get bored. Social media is just another way of being in relationship with other people.??Accept the ebb and the flow. Better yet, embrace it. I don't think anything I mapped out was rocket science, and all of it started with strong advice to figure out your organization's strategy (and mission, and values and vision) before you dive into the social media forest. But I think the group valued hearing some common sense perspectives on navigating what can feel like an overwhelming and confusing space to even the most practiced. Yesterday was the third speaking engagement of the month. Next week, I'll be speaking with 100 individuals in the midst of career transition -- we'll focus on our personal beliefs, core values, and the impact of our choices. I'll also meet with a group of nonprofit executives and professionals as a guest speaker for a two-day class on social media that Sarah Milston is delivering for VCU's Nonprofit Learning Point.
I Threw a Hootenanny
Way back in March, I sent out an invitation to a few hundred people to participate in something I called "A Grassroots Conversation About Richmond's Possibilities". Which is how almost 30 people -- some of whom I knew well, and a few not at all -- came together at the University of Richmond's new downtown facility to talk about ourselves, and our sense of Richmond's future. One participant, Angela Lehman, wrote a few words about it on her blog, The People's Snob. Here's what she had to say:
Metaphorically speaking, a hootenanny is what I went to last night. About 30 people gathered for a guided "grassroots conversation" about Richmond and its future. I was one of perhaps 4 or 5 people who did not personally know the organizer and leader, blogger John Sarvay (sultan of consultin' with his business, Floricane). We moved among small, random groups and discussed the ways in which each of us and Richmond were alter egos of each others. Hmmm... well, not really. But it was all rather abstract and subjective, with no clear purpose. Or, rather: no measurable purpose. I think most everyone who attended was challenged (challenged themselves) to act on whatever intersection of self and city they discovered. For instance, one mother of a young child wants to send him to the local public elementary school, at which most students come from low-income homes. She has already joined the PTA, but now wonders how to reach out to neighborhood parents who probably will send their children to private schools or apply through open enrollment to other public schools. This reaching out requires an extraordinary level of energy and bravery (one which I wasn't able to muster). Throughout the evening, I was reminded that personal, passionate actions count, no matter how small. One (white) man goes to (black) Mosby Court every Sunday afternoon with a friend and spends a few hours shooting hoops, or talking, or passing time. He said, "I had to learn that this wasn't about looking for results." Yet he is hopeful--certain--that his actions will have positive future consequences. But back to the hootenanny metaphor: Pete Seeger helps people see that when they sing together--joyfully, un-self-consciously--they don't need to be afraid of being quiet, raspy, loud or out-of-tune. And then it's very easy to transfer this confidence into action. Last evening, as we were all talking to (not at) each other about a city we all love, I felt in myself the growth of the same kind of confidence. Speaking for myself only, I'm not sure what, or when or even if, action will result from the conversations. But I believe these talkin' hootenannies are important to have.
Angela's thoughts are important. And they echo a very powerful belief I have about civic conversations -- that bringing people together with intention but no specific expectation is essential for community to develop or strengthen. Gatherings need intention. Who is in the room, and why they were invited, and why they accepted the invitation matters. Having a design that invites meaningful discussion is important. And letting the group go where it needs to go is essential. Which means that expectations are created in the moment -- by the people in the room.
Live Blogging “An Evening at Morton’s”
On Tuesday, April 21, Floricane will be joining Josh Dare of The Hodges Partnership and AnnMarie Grohs of Morton's the Steakhouse in presenting the first of what we hope will be a continuing series of discussions about Richmond. The premiere "An Evening at Morton's" is a casual dinner discussion between four Richmonders -- live blogged and audio recorded to share with a broader audience, and facilitated by Josh Dare. Floricane's role in the event is two-fold. I worked closely with The Hodges Partnership, specifically Josh, Julia Webster and Steve Cummings, to brainstorm ways to turn a no budg et idea into a game-changing conversation. And I'll be lending my blogging expertise to blog and "tweet" the event live as it happens Tuesday evening. Beginning at 6:00 Tuesday evening, online participants can submit questions and follow the conversation as it happens at The Hodges Partnership website. I'll also attempt to "tweet" the event simultaneously on Twitter at @sarvay. An audio recording of the event will be made available at The Hodges Partnership website after the event. So, what's the event? Answers to a simple question -- Is Richmond a good sports town?The first "An Evening at Morton's" event will bring together Times-Dispatch sports columnist Paul Woody; ESPN 950 talk show host Greg Burton; Scott Schricker of Richmond Sports Backers; and Robert Dortch, president of U-Turn Sports Performance Academy. What fascinates me most about this initiative is its evolution. It began more than a year ago when the Richmond Morton's location co-hosted an emerging leaders discussion on the James River. The discussion was an effort by Morton's to be more engaged in civic issues. It was also, quite honestly, an attempt by Morton's to market itself to a younger generation that might be inclined to bring business clients or out-of-town guests to Morton's. Josh and Julia and I had talked intermittently about how that old program, which lost its community sponsor, might be resurrected on a shoestring budget. Our original idea included a slightly larger group being videotaped -- I was thinking a good producer and editor could turn the over-dinner conversation into an ideal local series for WCVE. Then I discovered that the budget wasn't $13,000 per dinner, but somewhere closer to $500. Which took us back to the Internet as the primary vehicle. For now. In my mind, this could turn "An Evening at Morton's" into a model way to bring small groups of subject matter experts together for a spirited conversation that is then broadcast to a broader community audience -- on the Internet, and by radio and television. Two more events like Tuesdays are planned. Sessions in July and October will focus on the arts and the nonprofit community in Richmond. Don't forget to "listen in" this Tuesday, beginning at The Hodges Partnership website or on Twitter at @sarvay. An audio recording of the event will be made available at The Hodges Partnership website after the event.
Going Back To High School
I spent the morning with 120 seniors at Collegiate School, a private school in Henrico County. I was there to facilitate a series of conversations between the students and 10 people who are changing the way we engage in the Richmond region. It was all part of Collegiate's Senior Seminar, which takes the students in small groups through a series of conversations and discussions about a variety of issues over the course of the year. Recently, they've been focused on the Richmond community. I found the day to be slightly more challenging than I expected, but also refreshing.The people joining m e on the community side of the conversation represented an interesting swath of Richmond -- sports, women, the environment, publishing, culture, community. Most people represented multiple perspectives. Elaine Summerfield and Brenna Muller represented Hands On Greater Richmond, which partners volunteers with organizations looking for help. Tony Harris and Parker came from RVA Magazine, which is a growing force in Richmond's cultural scene. Amanda Robinson and Kenny represented Gallery 5 and the Lucent Phoenix Community Resource Center. Angela Patton from Camp Diva and Larry Lindsey from Fire Contractors were also at the table. We also had Paul Manning from U-TURN, which focuses on high-performance athletics, faith and kids, and Jon Davidow from the Back Porch Initiative, which is a catalyst for conversations about energy and environmental issues in town. The conversation started in a large group. The first question I asked was who were three interesting speakers they'd had visit. Someone mentioned a name, and I asked why he was so interesting. "Because he was a pompous ****," came a reply from the room. After a few more questions, it was revealed that the speaker came across as self-important, and spoke down to the students. Then I had the students form groups of 4-6 and briefly discuss a couple of questions -- What have you learned about the Richmond region during seminar that is important? What do we need to do to make the day meaningful and interesting for them? What do we need to know about Collegiate or about them as a group that we might not know. The last question elicited some great responses, which boiled down into one important message: Don't put us into whatever box you carry around labeled "Collegiate." Treat us like individuals, and look at us as human beings. It made me wonder what sort of baggage we give students when we put them into boxes, and define them as something other than individual people. The rest of the day involved small groups of students spending some time with each of the community guests. Essentially, each student got to hear from two community guests. At the end of the session, all of the faculty in the room said that the energy and interaction with the students was the highest they'd seen in the seminars. Funny what happens when you lead with questions, and let the people in the room own some of it.
Floricane’s Got A New Home
Since launching Floricane, I've been borrowing a desk from my friends at Zeigler/Dacus, a local marketing communications firm. In June, Zeigler/Dacus is moving -- across the street -- and they've asked me to join them as an official tenant. This summer, as you zoom down Cary Street headed downtown you'll see a small splash of orange against a soft yellow building front at 110 East Cary Street. That'll be the Floricane sign. Take a look at the outside of 110 East Cary Street using Google Street View.
The First 10,000 Hours
I just started reading Malcolm Gladwell's book "Outliers," and only one section in have been struck by one trait Gladwell suggests is critical to success -- essentially, he notes, practice does make perfect. And timing, he adds, is everything.
In a nutshell, Gladwell says that getting in hours of practice at something -- or 10,000 hours -- appears to be the difference between being good and being great. His new book argues that there is no such thing as a “self-made man”. Instead, the years spent intensively focused on their area of expertise place the world’s most successful people above their peers. “What’s really interesting about this 10,000-hour rule is that it applies virtually everywhere,” Gladwell told a conference held by The New Yorker magazine. “You can’t become a chess grand master unless you spend 10,000 hours on practice. “The tennis prodigy who starts playing at six is playing in Wimbledon at 16 or 17 [like] Boris Becker. The classical musician who starts playing the violin at four is debuting at Carnegie Hall at 15 or so.”
Gladwell's observation makes me think about my immersion into the world of training and facilitation. In 2000, I was primarily focused on internal communications and project management at Luck Stone Corporation, where I had been working for about four years. The organization launched a major training initiative -- at least 40 hours of training a year for at least 80% of its 900 employees. That works out to a minimum of 28,800 hours of training -- or 150 training days (with 24 people in an eight hour class). We had a training team of two at the time, which meant that I was recruited in short order to help deliver training. In the span of three months, I delivered more than 40 days of training to hundreds of employees -- which is perhaps 40 days more than I'd ever delivered in my life. I went from nervous wreck to semi-competent in the span of three months, and spent the next several years delivering a few days of training a month. Fast forward to 2003. Luck Stone went on another bender -- the introduction of a set of core business values and a self-awareness instrument called Insights to more than 300 managers and key influencers. Smaller groups, faster pace. A team of five of us delivered five days of values training to groups of 24 employees over the span of a year -- about half as many training hours (13,000 total training hours or 70 training days), but sitting atop the regular training curriculum. The pace continued as we took pieces of that training out to employees in the field, developed an intensive leadership development program for groups of managers, and began doing one-on-one and small team coaching. By my calculation, I'm only about 3,000 hours into a Gladwell-prescribed path toward facilitation expertise. But what a difference 3,000 hours makes.
What If Our Bottom Line Was People?
My partnership with the Greater Richmond Chamber on the Next Steps Program for displaced workers in the Richmond region came to a close just over a week ago, although I've had lunches, phone conversations and email exchanges since then with many of the 40+ participants. The program was designed outof a hallway chat that I had with Stephanie Kirksey, vice president for programs at the Chamber, way back in November. It started, as most good initiatives do, with the belief that people -- people with purpose, and whose lives had purpose -- were among the region's greatest asset."I think the Cha mber needs to be at the front of this unemployment wave," Stephanie told me. "But I'm not sure we should replicate what other organizations are already offering." Within five minutes, we had a kernel of a program -- one that would offer recently unemployed workers two things, a place to hit the pau se button and reflect more intentionally on their "next steps" and a weekly community gathering to kick off their week. My own sense -- having been recently let go by my own employer -- was that it was second-nature for suddenly unemployed people to throw their resumes like spaghetti around town; to chase the same path they just left; and to wake up on Monday morning wondering what in the hell they were going to do all week. Stephanie pitched it to the Chamber leadership. It became a pilot program in late December with Stephanie, the Chamber's workforce champion, Rod Bradham, and myself at the helm. The long and the short of it is that we spent five weeks (we gained an extra week thanks to a snowstorm) connecting with people who were all over the map in terms of what they needed and wanted from the program. Several had spouses who were unemployed. Some were challenged (in spite of legal protections) by their age -- specifically, they were older. Some were utterly ready to dig deep and assess where their lives were pointed. Others just needed to pay their mortgage. We did our best to help everyone take a next step or two. In the process, we partnered with some astounding people -- life coach Eleanor Rouse; web developer and social media guru Rick Whittington; three "experts" on making career changes, The Hodges Partnership's Josh Dare, Stephanie's developer-turned-pilot husband John, and former Circuit City exec Neal Lappe. We tried, not entirely successfully, to balance between guiding people to a place of better awareness and providing very practical resources. And in the end, we received great feedback -- ideas on how to improve the program, if it goes forward, and ideas on things participants would not want to change. I learned a few things myself. This four week program was one of my first facilitation forays outside of Luck Stone, and a sharp reminder that facilitating groups of strangers that are not a community or a work group or a team is going to require a new level of engagement on my part. It reminded me the importance of pace -- of providing space for people to connect, to reflect, to share, to create community, and to do all of that even at the expense of content. I learned -- a little better -- how to balance the tension between the head and the heart. Both mine and the participants. It cost the Chamber time and space to offer this program to 40 or so unemployed workers in a region that has lost more than 10,000 jobs in the past year. To offer it again would cost a few hundreds of dollars. To scale it and move 1,000 people through it would set someone back about $40 per participant -- or $10 a week per person. There are two ways to decide whether or not to offer subsequent Next Steps sessions. One involves looking at the bottom line. Another involves looking at the lives that we touched. Here are a few pieces of feedback that touched me, and reminded me why I want to do my best work with Floricane:
The weekly class provided my with motivation for the week.
I think you have put together a great program that cannot be measured in just number of people who have obtained full time employment.
I think it was a fantastic experience and hope the program was as successful for others as it was for me.
I wanted to send a personal “Thank You” to both of you for doing such a wonderful job with the pilot “Next Steps” program. It was obvious that both of you spent a great deal of time working on content and the presentation was outstanding. Well done!
It was a great thing you all envisioned and rolled out. I think you provided a huge service to many even much better than the very expensive outplacement service orgs. The tools that were provided were very thought provoking and I am still working to reprioritize what I value you with where I spend the majority of my time so thanks for that.
I'm not sure there's any better work organizations can do than to touch people's lives, to give them hope, and to help them discover their best direction.