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Managers at small nonprofits find a way to let go
The past two years of the pandemic caused a recalibration of sorts. Employees have realized the importance of finding and maintaining a proper work-life balance but so have executives and employers.
At Musicians on Call in Nashville, Tenn., which provides live music to hospitals, a shift in work-life balance meant a greater focus on fun and celebrating employees.
“The work we do is dealing with patients and caregivers who have stress levels that were extreme during the pandemic,” said President and CEO Pete Griffin said. “We’re interacting with caregivers who, for the first time since we’ve been interacting with them over two decades, are in tears. That can take a toll on the team.”
That mindset radically changed the organization’s annual retreat. The coronavirus pandemic halted these retreats until the end of 2021. “Normally when we have a team retreat it’s about 50% business strategy and 50% team building and bonding,” Griffin said.
Griffin arranged a getaway at the first opportunity — with a one difference. “I said, we are not going to talk about work. We are not going to talk about strategy. We’re just going to get together and enjoy one another and celebrate all the things we’ve accomplished,” Griffin said.
Anna Murphy, president of United Way of Southwest Michigan (UWSM), has shifted her philosophy as an executive since the start of the pandemic. “When all this [the pandemic] started, I had to completely change how I was leading the organization,” she said.
The St. Joseph, Mich.-based affiliate never had 100% of employees in the office, with some staff working from home. Not everyone had a seat in the office but Murphy could see them and knew when they were working or when they were not.
“It’s obvious they’re working because they’re making an impact, raising the dollars and engaging volunteers,” she said. Flexible and different hours among employees was a bit of a change for Murphy. “That was a huge shift for me of 20 years. I just need to let the team go because they’re adults. I hired an adult,” she said.
“My whole thing is life-work balance, not work-life balance,” Murphy said. “I want you to be in a good spot for yourself, for your family, whatever your family is,” said Murphy, be it a spouse, partner, children, pets or parents.
Virtual water cooler moments
UWSM started what are called water-cooler moments about five years ago. Every Monday morning, staff would literally gather at the office’s water cooler. The objective was for people to describe where they are that week, their goals, maybe where they might need support or who else they might need to connect, whether on a project or a concept. At the end of the water cooler session, there’d be an opportunity for staff to do shoutouts, recognizing others who went above and beyond recently. “Sometimes there was none, sometimes there were tons,” Murphy said.
The water cooler sessions continued amid the pandemic, only virtually and sans water cooler. “There definitely was a tone and camaraderie difference,” Murphy said. “We’d actually have to quiet down the group” when meeting in person but virtually, people sat silently. “That engagement is so different but we do our water cooler and facilitators call out for anyone to do shout-outs,” she said. “We haven’t stopped. I said early on, we can’t stop doing these points of connection. There’s going to be so much less of that, anyhow. We’ve gotta keep doing that as much as possible,” Murphy said.
The effort is part of communication that’s often a big distinction for Best Nonprofits, but especially this year, and within the small organizations category in particular — those with 15 to 49 employees.
Within eight categories of The NonProfit Times’ Best Nonprofits To Work For, small nonprofits scored their best in Culture and Communications, with 94% of responses “agree” or “strongly agree,” among the 17 statements in that category, compared with 84% among nonprofits that didn’t make the list. Small nonprofits scored the highest overall within any one category among all nonprofits in Leadership, at 97%.
Like UWSM, Eye To Eye International used to have weekly team meetings and recreated water cooler moments during virtual events. People give each other “snaps,” celebrating accomplishments, updates or professional learning. During in-person meetings, a bell would be rung to celebrate receiving a big grant. “Those don’t exist now. You’ve got to create that structure,” said Eye To Eye President Marcus Soutra, adding that one employee sent a video of themselves hitting the bell in the office.
“It’s been harder to show people appreciation when you’re not with them in person,” Soutra said. That’s included in the feedback Eye To Eye solicits from employees. In addition to surveying staff on their most or least favorite foods, Eye To Eye asks employees how they like to be thanked. “Some people want to be celebrated on the stage, others do not,” Soutra said. “To me, a handwritten note means a lot. Other people might want an award or a team moment with all the applause. However they like to be thanked, that’s how we thank people.”
The pandemic has tested the Solar Energies Industry Association’s (SEIA) ability to be transparent, according to President and CEO Abigail Ross Hopper. Like many associations, events were a big part of SEIA’s revenue, which were all but eliminated in the early months of the pandemic. That led to layoffs, about eight positions primarily related to events, out of a staff of about 50, in addition to pay cuts. “Nothing happened without conversation and awareness,” Hopper said. SEIA committed to paying premiums for six months for those employees who were laid off. “At the beginning of a pandemic, it felt really important.”
There have been briefings ahead of time for staff prior to every board meeting this past year. The annual budget also includes a briefing for staff about what the next fiscal year holds, how many positions have been approved, and spending priorities.
SEIA employees returned to the office last month on a hybrid schedule. About one-third of the workforce has always been remote because the association covers policy across the nation. The telework policy was always generous and most staff used it but it’s not nearly as organized and intentional as it is now, Hopper said. Various teams and departments go to the Washington, D.C., office on different days, for instance communications might be in on Mondays and Thursdays, and finance might be in on Mondays and Fridays. “But no one has to be here five days a week,” she said. “There’s a growing realization amongst all of us that there are some really important parts of being in a space together and the flexibility of being able to work from anywhere,” Hopper said. “How can we come back to a physical space that embodies the best of both of those?”
It’s not that going to the SEIA offices is anything like purgatory. “We designed the office space intentionally,” Hopper said, “so the common space is the best space.” The space is bright, modern and open, with lots of informal meeting spaces and cozy, quiet work nooks.
There’s a wellness room which is primarily used by nursing mothers but really anyone can go in there and relax if they want. There is a lock on the door if privacy is needed. It has a refrigerator, sink and a cozy chair. There’s also what employees have dubbed Café Sol. It features a small outdoor terrace areas overlooking McPherson Square. Employees can grab free drinks and snacks and there’s also cold brew on tap, as well as Prosecco, that employees can imbibe responsibly. Organization funds are not used to purchase the alcohol. Executives buy it for the cafe.
There’s also a free gym in the building for employees in addition to a monthly reimbursement benefit for private gym memberships.
Employees have always liked going to work in the old Victorian mansion that serves as the headquarters for The Center for Trauma and Resilience in Denver, Colo.
“We had a work from home option but people didn’t really use it that much,” said Kathi Fanning, director of training. “Now, we always have a core group of people in the office and take turns working from home as needed,” she said.
“People miss the community,” Fanning said. Work from home is “great for days like today but people prefer to be in the office,” she said during a telephone interview with The NonProfit Times on a day when the heating system failed at the organization’s office and it was hard to get the temperature beyond 60 degrees in the mansion.
“For direct services organizations, it’s been a lot figuring out how to keep offering services at the same level as before, and stay connected as an agency,” Fanning said.
Then there’s salad club. “People love salad club. We have not canceled that,” Fanning said. “Most people try to get in that day, to not miss salad club.”
Years ago, one employee was talking about wanting to eat healthier and if everyone chipped in, she would make salads and bring them in twice a month for staff. What started out as a salad club many years ago is no longer exclusively a salad club, it’s really any kind of meal. After all, it was never really about the salad. “They just love sharing a meal together and cooking together,” Fanning said. “We’re fortunate enough to have a kitchen in the building,
Sometimes, the center invites other people from the community and if someone is into the second round of the interview process for a position at the agency, they’re also invited, Fanning said, “to get a chance to see who we are and we see who they are.”
The largest differential on individual statements was found within Pay and Benefits. At Best Nonprofits in the small category, the statement, My pay is fair for the work I perform, scored 86% of employees that “agree” or “strongly agree” compared with just 70% of small nonprofits in general — a difference of 16 percentage points. The next biggest gap (+15) was within Culture and Communications on the statement: I feel I can express my honest opinions without fear of negative consequences. Small nonprofits reached 92% compared with 77% of small organizations in general.
The category of Training, Development and Resources saw three statements with wide disparities:
• This organization helps me pursue a career path that aligns with my skills and interest, +14, 92% v. 78%
• This organization encourage me to develop professionally and/or acquire new skills, +13, 93% v. 80%
• If I do good work, I will be rewarded, +13, 88% v. 75%
There were two other statements where Best Nonprofits in the small category scored 13 percentage points better:
• The leaders of this organizations are open to input from employees, 96% v. 83%
• Staffing levels are adequate to provide quality products/services, 81% v. 68%
The Best Nonprofits in the small category are generous when it comes to paying for medical coverage. Almost three quarters paid at least half the premium, with some paying 100%, compared with half of small nonprofits that didn’t make the list. The same could be said for dental coverage: The vast majority offered at least 75% of the premium, including almost 60% providing for the full premium compared with just 25% of small nonprofits in general that cover the full premium.
SEIA pays 100% of healthcare premiums not just for the employee but for the employee’s family. “I’ve been in the workforce awhile. It’s a rare benefit and generous, and I’m committed to maintaining that,” Hopper said. “That’s the most important part of it – people use it,” she said.
As part of a renewed focus on wellness during the pandemic, Musicians on Call leaders took steps to address potential mental wellness among its staff — regardless of the source of their stress.
“We made sure there were telehealth options for mental health support during the pandemic,” Griffin said. “Starting in mid-2020 everyone got a bonus [of $1,440]. Coincidentally, if you were to look at our health care plan, mental health visits have a $60 copay, so it would cover two visits a month for a year,” he said. “Not that the bonus had to be used for that, but we wanted to make sure that if anyone wanted to get any sort of mental health support, it wouldn’t be something they would have to make a financial decision about.”
One of the first things Hopper did when she became president and CEO at SEIA was double the paid parental leave to eight weeks for any employee with a new child, whether that’s through birth, adoption or fostering. “There’s a culture of you’re gone. It’s real leave — not we’ll call you 27 times leave,” Hopper quipped. Appropriately, the new policy was announced in the middle of a Valentine’s Day party in the office.
“One of things we think about a lot are non-monetary benefits that employees can have,” Hopper said.
Almost all small organizations offered an employee retirement plan, such as a 401(k), 403(b) or Section 457, compared with 75% of small nonprofits in general.
Small Best Nonprofits also separated themselves when it came to providing fitness or wellness programs in the workplace. Only about 1 in 8 nonprofits in general provided the benefit compared with almost 3 out of 4 Best Nonprofits in the small category.
Communication and productivity
The School Nutrition Association (SNA) had planned to return to the office on a hybrid schedule last year but that was pushed back a number of times because of COVID variants. Now, the plan was to return in late March for one day a week and go from there.
Given the competitive metro Washington, D.C., region and what people want, CEO Patricia Montague expects the hybrid approach to continue. “I think we’ve done some of our best work” as far as productivity. “To keep my talent team and what other people are doing in the Washington, D.C. area, this is the way we’ll be working going forward. We have all the tools in place to support that,” she said.
“Being supportive of staff, and having a nice work-life balance is important as an employer,” Montague said.
Montague stressed being very intentional even though they’re not in the office, and communicating even more. SNA told staff that they would have six weeks’ notice of when the hybrid schedule would be implemented. That was postponed several times last year because of coronavirus variants and the association was to return to the office once a week starting in March.
Danielle Baron joined SNA as senior vice president for marketing and communications in the midst of the pandemic. She credits Montague for moving ahead in a very consultative way and staff will have an active role in what return to office will be like. Each department will have a representative on the task force that will determine policies down to the dress code, Montague said.
“Let’s face it, it’s been a difficult two years,” Montague said. “Through this whole thing, the organization is listening to staff more and leaning in on mental wellness,” she said.
Montague encourages employees to take a mental health day if they need it. “If you need a break, call your supervisor, tell them, I’m signing off,” she said.
Like other organizations, COVID prompted layoffs at SNA. Baron recalls Montague going line-by-line through the financials with the entire staff, explaining what it meant and what’s happening: that numbers are dictating the actions. “I’ve never seen that level of transparency from the CEO to the entire staff,” she said.
Montague takes time to walk employees through it so they understand the situation. “This has given team members peace of mind,” Baron said, adding that leadership also has shown a rare instance of being vulnerable. New information might change plans in certain situations and while some leaders are set in stone and dig in their heels to avoid changing plans, Baron said there’s no shame in changing plans and adjusting if circumstances change in the future.
Sometimes, it’s about not communicating. Several years ago FourBlock Foundation agreed there would be no emails or communication on the weekend, “unless it was something important,” said Michael Abrams, founder and CEO. “A couple of members of the team, their thing was Saturday emails. We just made a rule, if there’s an emergency, send an email or call, otherwise, respect people’s space and not bother them,” he said.
“The trust is great. You feel empowered to do your job,” said Launia Terry, career readiness instructor at FourBlock Foundation. “You want to do your job because of those things. We’re helping veterans figure out the next step in their journey and what their next chapter is going to be.”
FourBlock also moved its team calls from Monday and Friday to Monday and Thursday, leaving Fridays open to be flexible and catch up on staff. “It’s a nice day to think and get ahead of some things,” Abrams said.
At the Arlington, Va.-based SNA, Montague said employees aren’t supposed to schedule a meeting between 1 p.m. and 5 p.m. on Mondays. That’s strictly for productivity time on the calendar. “We ask everyone to respect that. We’re a knowledge based company. You need time to be able to think,” she said. “We use the time there to really collaborate, when staff are back in the office, what we can’t do via Zoom.”
Before the pandemic, SNA staff used to be able to work from home as many as four days a month, according to Montague. Now, the amount of time people spend on Zoom is incredible, she said. Most people try to schedule stuff early in the day on Friday. “I find my Friday and Monday very productive,” Montague said.
Among small organizations, the Best Nonprofits distinguished themselves in the area of formal programs or practices to actively recruit or retain employees who might require accommodations for their mental or physical limitations, recruit and retain an aging workforce or veterans and retired military. Twice as many small nonprofits had formal programs within those three constituencies.
At the FourBlock Foundation, it’s common for returning veterans to represent several of those constituencies, Abrams said.
“When you have a diverse workforce, you have a group that’s innovative, more apt to bring new ideas and perspectives,” said Terry. “We want our demographic to mimic the demographic that we see from society, and also from the military services branches that we serve, so there’s some relatability when they’re joining our program,” she said.
