It is with great respect that we should have a level of high regard for a founder of a business. However, just because you have founded an organization, doesn’t mean you can direct the progressive path of the business. Maybe you supplied the financial capital, or brought in most of the social capital that is all fine and good. I have always been a firm believer that if an individual is deemed the CEO of an organization, that person may not know all things in every position. The CEO should know something about the process of all the executive level positions. It is the CEO duties to make sure the correct person is in every executive position, and it is the jobs of those executives to make sure the mid-level executives are filled appropriately. A chain of command should be established to maintain organization and order. A smart founder that wants his or her organization to grow and prosper will be able to put self aside and place the organization under the right leadership.
The business to should be driven by numbers, and the only way to do that is not to have a confused organization, and orderly systems. We would like to see a founder as the CEO. However, that does not always work out for numerous reasons. The founder may have the initial vision, but A CEO may be able to have new fresh ideas on what direction the organization should go in. Again it’s all about the numbers and what I mean by that; it’s all about the revenue and growth of the business. As for overlapping roles, I see no use for them, simply because we have to maintain order within the organization. Everyone within the organization should focus on there on specific job, and this alleviates anyone from stepping on each other’s toes.
As I move on to “skills, you can teach and skills you can’t” it is important that we understand that it takes a special person to be an A-player. With that being said at least for my organization I want the top quality people that catch on quickly and that are academically suited for the position presented. My non-profit is geared more to offering curriculum, and strategies to service workers. It would benefit me to approach teachers. Also for prospects for my non-profit, I would search for those Universities that have Individual programs that fit my business needs and begin an Internship program. Internships do a few things; you have a group that you can train over a period of three to four that will ready to transition to the appropriate position. Interns after graduation can pretty much hit the ground running, and they will be rewarded for sticking with the organization through their training.
Founder-CEO’s put so much time and money into their start-up companies. The business becomes their baby. This analogy like their child is accurate, founder-CEO’s like real fathers and mothers invest so much time in their children, they become attached and unwilling to let go when they have grown up. This process of developing a company is so interesting. Let’s take a look at the growth of a child in comparison to the growth of a business.
A father and mother raise a child from birth, they pour into that child with their morals, values, and finances in hopes of that child growing up to be a productive society member. Now the parents through their guidance always have played a role in the decision-making of that child, and now it is time for that child to leave the nest and go to college. The challenges may come in because there is new guidance in that child’s life which for the most part is positive, but the parents are not too sure that is true and are unwilling to let the child grow and experience life so he or she could grow.
The founder-CEO has built the company from birth and has poured into the company with all of his or her heart. They have created the organization’s moral values, and poured into it financially. The founder-CEO has played a role in every decision ever made in the organization and now after 20 years of being in control the business it is at a standstill and needs to grow with the time. The challenge here comes in because the founder-CEO has immersed his or herself in the positive upbringing of the corporation and now it’s hard to let go and allow someone else to take the leadership role. For that organization to move to the next stage, new leadership must be put into place.
Finally, it has been a long time dream to run a successful company and watch it grow into a progressive business. As a founder-CEO, I see the big picture and know that at some point that it will be time to move own and transition to doing something else. I would rather see my company continue to grow and support the communities than to see it perish because of my selfishness.
Caring For All Living Things
It has been my belief that a business should have a purpose of helping people, and that is why I chose to start a non-profit. I guess I should first help you understand the difference between non-profit and for-profit. According to Carter (2016), “a non-profit organization is formed for the common good of the public. Non-profit organizations are usually being formed for some specific religious, charitable or educational purpose.” Carter also states “that a for-profit organization is formed to earn a profit for the owners of the company.” I am not against an individual or business making a profit for the product or service that they offer, however, this form of business has a higher drive only to make profits. Focusing solely on profiting can sometimes get in the way of helping the communities in a positive way.
As I look at the value in non-profits, they generally are geared more to having that caring attitude toward people and communities. Providing a service to help build communities so they can grow and be successful, this is very important to me. In most instances, non-profit organizations for their services or product that they provide for communities don’t pay federal or state income taxes on the profits they make.
Several non-profits that stand out to me that missions and core values are community-based. According to the YMCA website the core values consist of Caring, Honesty, Respect, and Responsibility for the community. I also viewed the mission for the Boys and Girls Club, and it simply states that the Boys and Girls Club “enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. In both of these non-profits, they have a focus on building and caring for the community.
Finally, as I continue to understand the make-up of the major non-profits, and how much they immerse their selves in the communities they serve it gives me a model to follow. It is through the building of those valued relationships the community begins to trust you and then they will value the service or product that you are offering. It is important that the community understands that you care and are empathetic to their situations and the environment that they are in. The way you care for the community will never go without other non-profits realizing your services and possibly will be positive for other non-profits to work together for the common goal of building communities.
Retrieved from the YMCA website on (2016) http://wcfymca.org/index.php?option=com_content&view=article&id=57&Itemid=37
Carter, Christopher (2016). Retrieved from http://smallbusiness.chron.com/profit-vs-not-for-profit-organization-4158.html
Create Ways to Promote Staff Wellness
In order for our business to thrive, it is important that the staff has both the physical and emotional fortitude to attend to tasks, think creatively and show up ready to work. As we examine the current research, however, it is clear that in many instances, staff have become disengaged, exhausted and are burning out. This occurrence can be seen across the profession and in both for-profit and non-profit organizations. There are a number of factors that may be contributing to an increasingly disengaged workforce. Managers, directors, and others in positions of leadership cannot irradiate all of the difficult staff may be experiencing. Intentional effort to implement employee wellness programs have become a staple in many companies as a way to attract top talent, keep them happy and productive, and decrease employee turnover. I want to offer a few practical ideas that might be just right for you and your team.
Survey your employees to find out where their interest is. Don’t waste time and energy on corporate wellness initiatives that employees don’t find engaging or beneficial. Use Survey Monkey or Google Forms to create a survey to collect feedback from employees.
Turn meetings into walking meetings. You sit all day, so why not make your meetings a walking meeting instead? Research has suggested that walking makes people more creative.
Keep some footballs, hula hoops, and volleyballs around the office. Make the office fun and encourage people to take a break and rejuvenate.
And TRY THIS
Schedule recess. Pick a 15 time-slot in the afternoon for everyone to get away from his or her desk. Go outside, socialize with each other, and enjoy some fresh air!
Regardless of the size of your business, there are several reasons you and your employees can benefit from an increased focus on employee health and happiness. So what ideas are you using for your wellness program? If we’ve missed an awesome idea let us know in the comments below.
Hunnicutt, David and Madeline Jahn (2011), “Making The Case For Workplace Wellness Programs,” https://www.welcoa.org/resources/resource-topics/mental-health-at-the-workplace/
Corporate Wellness Programs in Non-Profits
Nonprofit organizations may often lack wellness programs as part of their benefits packages often because leadership believes they have no merit related to possible costs. Additionally, nonprofit leaders may often not recognize wellness programs as an important component of an organization’s total benefits package. Leaders may have little to no interest in such programs especially when there are costs involved. The success of every nonprofit organization is based on its mission and the skills of the employees that the organization is able to attract and retain. Effective nonprofit leaders realize the importance of providing quality employee benefits programs in order to attract staff who will be committed to fulfilling the organization’s mission and vision. These leaders approach benefit programs strategically by reducing the costs associated with health care, retirement income and balance between work and life. However, nonprofit leaders often don’t recognize wellness programs as an important component of the total benefits package. Wellness programs add value to both organizations and staff by providing resources to assist employees with living a healthy lifestyle. A culture that clearly supports employee wellness shows the organization’s commitment to the overall well-being of its employees.
Wellness programs can be implemented easily, with little expense and can be seen by staff as a major employee benefit. These programs can say a lot about an organization’s commitment to the overall well-being of its employees. Small and mid-sized companies are the most likely to have an unmet need for employee financial wellness programs. Companies that employ between 50 and 250 people are less likely than larger companies to have a financial wellness program in place, while a significant percentage of their corporate leaders think it is a very good idea to offer such training.
The most effective approach implementing corporate wellness programs in not-for-profit organizations is to appeal to employers’ desire to improve their workers’ lives through a small, low-cost benefit that makes a big difference. Both employers and employees are persuaded by the idea that these programs can benefit everyone and are effective.
Baicker, Katherine, David Cutler, and Zirui Song. “Workplace Wellness Programs Can Generate Savings.” Health Affairs 29, no. 2 (February 2010): 304-311.
Start-Up Goals: Setting Sales Goals in the Beginning Stages
You have a wonderful idea. You have outlined your idea on paper and now have a developing business plan. You have talked to others about your idea, and find it quite enjoyable to tell others about your idea. You are excited and ready to hit the ground running but where are you running too. Before you get too much ahead of yourself, it will be necessary to pause and think about setting a few goals to make sure your ideas head in the right direction.
First Step. Set specific goals and numbers. By the end of the month is not good enough when you are setting goals that can grow your business. Define your goal specifically, for example: “By September 1, XXX will have completed its pre-launch marketing events”.
Second Step: Think Parts Not Whole: Setting goals can be intimidating. Setting yearly or even multi-yearly goals can be even more intimidating. To address this, start with specific numbers, do the math and break those big goals down into smaller, more palatable chunks. Thinking in terms of yearly, quarterly and monthly goals may help you reach your larger goals.
Third Step: Set Achievable and Measurable Goals: You are just starting how so it might be a bit difficult to determine how much money you will make. Take a risk and put down some “hard numbers”, but make sure the numbers are achievable and measurable. Goals should be ambitious enough to create motivation and “hunger”, but not so unattainable as to cause despair, and an attitude of “I have absolutely no chance of reaching this goal, so I’m not even going to try”.
Fourth Step: Stay on Course: Being an entrepreneur is no easy task. Competing factors in your life can make it easy to stray away from your goals. Work to not let this happen. You cannot take a break from your goals or put them on pause. Strategic business goals will act as a guide for you as you start your business. Set both short-term and long-term goals and make them achievable, but not easy. Having goals to strive toward will help your business grow and prosper.
Lee, C., & Nowell, B. (2015). A framework for assessing the performance of nonprofit organizations. American Journal of Evaluation, 36(3), 299-319.
Despite the similarities between not-for-profit t and commercial marketing, there are some key differences in how marketing is used in the not-for-profit t and for-profit t environments, particularly in relation to marketing communications. Kotler and Levy (1969) were the first marketing academics to realize the potential of broadening the application of marketing to not-for-profit. Three factors stand out for me as we examine the difference between not-for-profit and for-profit marketing approaches.
- Product—with not-for-profit ‘products’, there is typically a weaker unique selling proposition, i.e. weaker direct benefit it’s making it more difficult to direct customer or target audience behavior in the way desired. For example, Lynn’s Lighthouse offers a curriculum as a product. Beyond the curriculum, however, we offer a framework for thinking about supporting the wellness of staff. One would need to understand our framework in order to want to learn more about our product. This is a complex, intricate approach that does not easily fit into a box. A weaker direct benefit can be overcome. Well, informed staff who work from the mission and vision of the organization can be a great first step.
- Segmentation—in the not-for-profit environment, it may be necessary to develop a campaign to drive behavior in all targets rather than a specific audience, as in commercial markets. Not-for-profit organizations need to continually check the marketing strategy against the environment, available resources, and the organization’s values.
- Communication is a key marketing activity that enables the organization to achieve many of its marketing goals. A nonprofit’s clients are the people to whom it provides services. There must be effective communication for the exchange between client and organization to be successful. Successful nonprofit organizations establish bonds with their stakeholders and develop relationships with them.
Gallagher K, Weinberg CB (2001). Coping with success: new challenges for nonprofit marketing. Sloan Manage. 33(1):27 – 42