The Enneagram: Nine Points of View and Core Motivation The Enneagram framework refers to nine points of view, also known as Types, or styles that reference a different perspective of the way people think, feel and act in relation to the world, others and themselves. It reveals more than a personality profile, as it goes into the often unconscious core motivations that lie deep within our personality, and helps us to understand why we are the way we are. While each of us have all nine motivations within us, one of these nine is more dominant and serves as the main driver for how we show up in the world. Typing, Not Stereotyping For the Enneagram to have value, it is essential that you identify your core Type/style. This is the starting point to explore and open up the possibility for change and transformation. There is a danger in using a “type-based” system in that it can be easy to stereotype people. Stereotyping implies that one fact about someone leads to making assumptions about many other characteristics. Stereotyping limits our openness and perspective. A person cannot be oversimplified and reduced to their type alone. The Enneagram should be used to inspire compassion for self and others. Deepening our understanding of the perspectives, motivations and behaviors of other Types/styles improves our curiosity, empathy and communication and reduces the likelihood to judge and dismiss other people’s approaches, points of view and styles. Motivations, not behavior One of the key differentiators of the Enneagram framework is that it explores deep-seated core motivations, not only the outwardly observable behaviors. Using the iceberg model, behaviors are visible and above the waterline, but they are driven by the deep, unconscious motivations. Individuals from different Types/styles may display similar surface behaviors while having very different core motivations. For example, two people may both demonstrate the behavior of being unstructured and late to meetings. However, with further exploration, one person might demonstrate this behavior because of the core motivation of an Enneagram Two style, saying yes to too many things, becoming overloaded because they are driven by the desire to be liked and needed. While the other person might demonstrate this same behavior because of the core motivation of an Enneagram Seven style, driven by the desire to keep things interesting and not experience the pain of a boring meeting. If you have ever wondered WHY someone does what they do, the Enneagram offers a pathway for exploring the core motivations of each Type/style. These insights can strengthen your understanding of tensions and possibilities that exist in relationships, teams, and organizations. Check out my blog series below on the Enneagram, or get in touch for coaching on how to begin the journey of moving toward your full potential. Blog Series The Enneagram: Connecting Ancient Wisdom to Global Transformation The Enneagram and Neuroscience: Growing New Neural Pathways
Tools for Courageous Conversations As we enter this new year, I can’t help but think about the changes that I wish to see in 2021. One of the most pressing issues that our nation currently faces is racial injustice. In May 2020, the world watched people take to the streets across the United States with outrage caused by the horrific killing of a black man, George Floyd. Unfortunately, George Floyd’s story is not the first time we’ve seen acts of extreme racial injustice in our country, however, his story has brought light to the long-standing structural issue of racism that can no longer be ignored. The Biden administration has made it clear that tackling racial injustice is one of its top priorities, and as community members, we all share a responsibility in creating a better, more just world for everyone. Learning how to have conversations about white privilege, white supremacy, racism and racial injustice is the first step in resolving these deep rooted issues. This seems like a simple first step, but in reality, addressing difficult topics is never easy. So, how do we have these types of conversations? Where do we begin? To better understand how to have difficult conversations, Vista Global will be launching a mini-series of podcast episodes that highlight the important role that Conversational Intelligence (C-IQ) plays in engaging in hard conversation. To kick off this series, we have created a toolkit for tips on getting started. Tools for Courageous Conversations Recently, I completed certification as a Conversational Intelligence coach. When starting your courageous conversation, it’s helpful to have the right tools on hand that assist with making the connection between neuroscience and the quality and effectiveness of our conversations. 1. Know Yourself In order to empathize with someone else, you need to be in tune with yourself. Look to understand your personal triggers—in other words, the comments or questions that send your brain to a place of protection or defensiveness. When we become defensive, we obstruct our ability to have a productive conversation. Take a moment to reflect on a recent high-stress conversation. What did you experience physically, emotionally, and mentally? Learning from our worst conversations helps us avoid those traps in the future. 2. Make Trust Your Goal The level of trust in a relationship has the single greatest impact on the quality of a conversation. Every interaction, big or small, is an opportunity to build trust with others, even if you don’t think you see eye to eye. 3. Recognize Assumptions When things go off track in a conversation, it’s often because there is a gap between intention and impact. Our intention is what we hope our words communicate, and the impact is what the receiver understands. The gap between intention and impact is a conversational “reality gap.” The easiest way to recover is to use a tool called “Double-Clicking.” Double-clicking means following up with additional questions to confirm that the listener understands your intention. We often assume that others understand what we mean, but this assumption can lead to friction and misunderstandings. Double-clicking helps close the gap between what the speaker means and what the listener hears. Each of these tools will help you engage in courageous conversations with compassion and confidence. Courage is needed in conversations in all areas of our lives. NOW is the time to take that step. Need help framing your next #CourageousConversation? Stay tuned for the podcast mini-series launching soon! Check out my blog series below on the full Conversational Intelligence toolkit, or get in touch for coaching on how to start your next courageous conversation. Blog Series Listening to Connect: The Neuroscience of Coaching and Conversational Intelligence What We Can Learn from Our Worst Conversations Creating the Environment: Moving from Distrust to Trust Avoid Assumptions To Navigate the Conversational Highway Asking Questions For Which You Have No Answers Build Your Conversation Agility: Align Your Intention With Your Impact Developing the “I Inside the We” Which Brain is Driving Your Conversation?
Is it Time to Explore a Strategic Alliance or Merger? Over the last 12 years, Vista Global has supported nonprofits across the country to examine whether a strategic alliance or merger was a strategy for increased impact. When the pandemic began, most nonprofits looked at current reserves to evaluate whether they could weather a 3-6 month downturn in revenue. We are now passing the 6 month mark and all indicators are suggesting that we will be in this stage for at least another 6 months, if not longer. Can your organization continue to weather this economic situation on its own? In the 2016 study called the Chicago Nonprofit Merger Project, 25 nonprofit mergers were analyzed from 2004-2014 to identify how trends have shifted over the last 20 years. The study identified that strategic partnerships and mergers are seen as a competitive strategy to support organizations in increasing growth and services. The study saw organizations using strategic partnerships and mergers as a response to market and policy trends to improve their competitive advantage. In addition, many of the organizations in the Chicago study had previous merger experience. In 85% of the cases, the board chair or board members emerged as chief merger advocates. The Chicago study, maps out the key stages and key questions for evaluation for a strategic alliance and through this process, your organization can make a strategic decision as to how an alliance or merger can advance a shared goal, respond to community need, improve program outcomes, reach more clients and maximize financial resources. From July 2019 to March 2020, Vista Global guided Big Brothers Big Sisters of the Fox Valley Region and Best Friends of Neenah-Menasha, now known as Big Brothers Big Sisters of East Central Wisconsin (BBBS-ECW), as they explored each stage of a strategic alliance. When the pandemic took hold, BBBS-ECW was prepared, having already pivoted their organization efficiently and sustainably in several ways. Recently, BBBS-ECW CEO, Lindsay Fenlon shared with community partners how the recent merger prepared them to navigate COVID-19: Through the help of community partners, we invested roughly $250,000 into the merger negotiation and integration process. This financial support enabled us to “do it right,” creating a new organization with the ability to pivot efficiently and sustainably in the following ways: Operational Systems: We chose to integrate and transition all critical operational systems to cloud-based options, including financial management (Quickbooks Online and online banking), telecommunications (VoIP phone system with virtual meeting, texting, scanning, and information sharing and storage (Office 365, Sharepoint and Onedrive file systems), program database (Salesforce platform), donor database (eTapestry) and board communications (Microsoft Teams). As such, we were able to transition to 100% work remote within 24 hours. Technology: In anticipation of the need to work remotely, all staff laptops and technology devices were replaced with camera and microphone enabled laptops with Bluetooth capability. We were able to stay connected to our cloud-based operational systems with no need to wait for additional supplies or materials to facilitate “business as usual.” Leadership Capacity: The merger required an organization restructure and we elected to maintain all personnel, focusing on adding more management positions to expand the leadership team. While this initially carried a higher salary impact on our operational budget, we gained additional capacity of leadership-thinkers, poised to strategically tackle the diverse crisis that COVID-19 brought while simultaneously achieving the following two weeks after the Safer at Home order was announced: Pivoted 100% of programming to virtual mentoring; Transitioned all program processes to virtual, including new enrollments and make-match meetings. The first virtual match was made 10 days after the Safer at Home order went into effect; Postponed and restructured fundraising events for optimal revenue retention; Designed and implemented a multi-audience communication plan, successfully communicated small wins and big breakthroughs with PR, social media and direct communication to stakeholders Developed financial forecasts that allow for 100% retention of employees Board Cohesion: The negotiation process required that each board of director associated with the original agencies come together to listen, learn and dream big about the future. Ten days into January, the newly combined board of BBBS met to define a cohesive way of moving the mission forward. Clear board member responsibilities, committees and goals, and communication expectations were defined and refined throughout the first quarter of 2020. When COVID-19 hit, board members were among the first to reach out to BBBS leadership to offer support and empower myself to take drastic action as needed to ensure the organization’s sustainability. As such, I was able to mobilize swiftly to take advantage of federal legislature and operational modifications necessary to best protect the mission of the organization and the safety of the BBBS team. Culture of Adaptability and Resiliency: As part of the merger, our team faced the need to embrace change in order to move forward under the umbrella of one unified agency. Policies, procedures, practices, and organizational structure throughout the entire agency were modified as we got use to the adage that “the only thing consistent in life is change.” When the life-altering changes that came with COVID-19 were first coming to light, our team embraced it as just another situation to adapt to. In the weeks since, the staff and board of directors have acknowledged having full confidence in agency leadership and in each other, identifying that the cultural challenges inherent within any merger actually led us to coming together as a dynamic and diverse group of mission-committed individuals with the tools to keep kids connected during a crisis. In Fall 2020, Vista Global in collaboration with BBBS-ECW, will release a white paper that shares the learnings and key success factors contributing to BBBS-ECW’s merger and how that prepared the organization to navigate COVID-19. Other Vista Global blogs on nonprofit mergers: Five Lessons Learned from Nonprofit Partnerships & Mergers Nonprofits on the Move with Mergers Tips on Nonprofit Merger Success Through Organizational Cultural Integration If you are wondering if a strategic alliance or merger might be your organization’s strategy for success, let’s explore the options together.
What Sombrero Are You Wearing? Over the last 10 years, Vista Global has facilitated training for more than 100 organizations on the 10 responsibilities of nonprofit boards developed by BoardSource, the premier resource for nonprofit governance. One topic that we explore is the distinction between the fiduciary roles which are the legal responsibilities and the support roles, which are the same as any other volunteer. The fiduciary roles are guided by case law and guide board members to operate in the best interest of the organization, remain loyal to its mission and oppose operating in their own interest or in the interest of the CEO/Executive Director they supervise. The support roles include: acting as an ambassador, ensuring resources, offering expertise and contacts and good old, “roll up your sleeves” volunteering. To have a little fun with what many often perceive as a painfully boring topic, I approach the topic asking, “What Hat Are You Wearing? This can give board members a visual cue if they are starting to exert authority, or be directive in an area that is really outside their fiduciary governance role. A few months ago, I had the opportunity to deliver this training for the first time in Spanish to a U.S.-Mexican nonprofit. The organization is bi-national, legally incorporated in both the United States and Mexico so this training was to help board members understand what their roles and responsibilities were for the U.S. legal entity. The three hats “sombreros” that Board Members wear are: Governance Hat: This is the only hat that carries legal authority. It is worn only when in a properly called board or committee meeting with a quorum. Decisions on behalf of the organization are only made wearing this hat. The CEO is accountable to governing policies set by the board. Volunteer Hat: This hat has no legal authority. It goes on when leaving a board or committee meeting. It is worn when advising the CEO. It is worn when fundraising, when helping staff, either alone or in a group, and often under the supervision of the staff. Implementer Hat: This hat carries limited authority and is seldom worn. It is seldom worn because staff usually implement board policies. When it is worn, a board resolution gives a board member authority to implement a specific board action. When that action is completed, the hat is removed. One example where this hat might be worn, is if an organization is considering purchase of a new property and there is a board member that has real estate expertise. As long as the board member is given authority to operate on behalf of the organization without personal benefit, she could take on a role to negotiate the transaction. And when the transaction is completed, she removes this hat. Are you having difficulty figuring out what sombrero you should be wearing? Contact Mary today to explore how to move your organization and board to greatness! Other blogs on the topic are: Every Great Nonprofit Begins with a Great Board What Does Governance Got To Do With It?
The Importance of Upstream Reciprocity During COVID-19 As we continue to ride the unpredictable wave of COVID-19, many of us are feeling a shift in our emotional wellness. It is not uncommon to have a shift in mental wellbeing, especially when faced with large amounts of change and uncertainty. This emotional rollercoaster can lead to communication disconnects, efficiency issues, and overall lack of motivation and feeling of lesser value in the workplace. As leaders, how can we prevent our team from experiencing an emotional lull? Check in With Your Team Since March, life as we once knew it has changed. Many people have been uprooted from their jobs or homes, and organizations have been forced to adopt work from home strategies. As we transition into this “new reality” and continue to adapt to the constant changing ways of life, it can be hard to feel grounded. By reaching out to your team members each day, it lets them know that you’re thinking of them and that their work is valued. This can be as simple as a text, iChat, WhatsApp message, “How is your day going?” This is also a good time to check in on their work-life balance. Many people, especially those who have children, have had to put on the hats of parent, teacher and childcare providers, all while trying to accomplish a 40-hour work week. By checking in, it lets your team know that they aren’t alone and gives you a better sense of those who may need additional support to navigate these uncertain times. Show Appreciation and Gratitude According to a study conducted by the University of Melbourne, “The significant relationship between gratitude and job satisfaction suggests that organizational leaders can aim to boost job satisfaction by regularly prompting grateful emotions.” When working remotely, hard work can often go unnoticed. By showing gratitude towards completed projects, goals, or tasks, your team members will feel acknowledged and appreciated. Here are four simple ways to help your team feel seen and appreciated. Encourage Social Connecting, Not Distancing Much of the world is in the first phases of reopening, however “social distancing” is still being encouraged. Although it is important to remain physically distanced from one another, maintaining social connections with friends, family, and colleagues is vital for your emotional wellbeing. As a leader, encourage your team to participate in virtual social or happy hours. This promotes social connections within your organization and gives your colleagues an opportunity to check in on one another. By providing a sense of community, your team is likely to feel more motivated and at ease during these uncertain times.
Standing in Solidarity, Awakening, Time for Responsibility Over the last two weeks, the world has watched people take to the streets across the United States with outrage caused by the killing of a black man, George Floyd by a white police officer, Derek Chauvin in Minneapolis. This story has been on replay for decades, with more than 1,000 people killed by police annually since 2015, according to Mapping Police Violence, spotlighting the failure of our criminal justice system. It exposes the centuries-old structural racism and white supremacy that created a capitalism that works for the White Europeans that set foot on this continent. White Americans have been trained to see racism as black people’s problem. Now, we are only beginning to recognize that racism is toxic to our lives. There are missing parts of our humanity that keep us from being able to connect deeply with people of color beyond the comforts of the workplace where invariably we hold positions of power and authority or through the lens of sports and entertainment. “Not everything that is faced can be changed, but nothing can be changed until it is faced.” —James Baldwin As President Obama has shared, we can make this a turning point for real change. HOW CAN WE MAKE THIS A TURNING POINT FOR REAL CHANGE? Get Educated: on racism, white supremacy and police violence in America. 11 Terms You Should Know Better to Understand Structural Racism Characteristics of White Supremacy Culture, perfectionism, sense of urgency, defensiveness, quantity over quality, worship of the written word, paternalism, either/or thinking, power hoarding, fear of conflict, individualism, progress is bigger, objectivity, right to comfort.. are all norms of white dominant organizational cultures. White Fragility by Dr. Robin DiAngelo unpacks and discusses the dynamics of white privilege and white fragility and why it’s hard for white people to talk about race. ‘How to Be An Anti-Racist’ by leading anti-racist scholar Ibram X Kendi points us toward liberating ways to thinking about ourselves and each other. Start a discussion using the author’s discussion guide. Resources compiled for white people by Wisconsin Voices, a pro-democracy network that partners with organizations that lead campaigns to invest in anti-racist infrastructure, systems and policies that uplift and affirm BIPOC (Black, Indigenous, and People of Color) lives. Take Action & Get Engaged: Support organizations, movements and elected officials for policy reform. Support Campaign Zero an organization that conducts analysis of policing practices across the country and develops model legislation and advocacy to end police violence nationwide. Bring restorative justice practices to your community. Contact your elected officials to share your opinion on racism and police violence. Register to vote Invest in Racial Equity: Either by supporting Black-owned small businesses or donating to organizations working to challenge racism. Businesses are on WeBuyBlack, The Black Wallet, or Official Black Wall Street. National Bail Out Movement for Black Lives Black Lives Matter Mural on plywood window covering after looting along State Street in Madison, Wisconsin. Part of the Art for Justice project following the killing of George Floyd. Click here to view a slideshow of all of the murals painted on State Street. Credit: Mary Stelletello In 1984 when I was a college student at U.C. Berkeley, I stood in solidarity with faculty and staff who protested the investment of their pension funds in the Apartheid regime of South Africa. The faculty and staff won that fight. Ten years later, South Africa abolished Apartheid and established a new system of government. In 2004, I had the privilege to visit Robben Island, where Nelson Mandela served 27 years in prison for his fight against injustice. I bought his book, Long Walk to Freedom at the bookstore on that trip. He wrote: “No one is born hating another person because of the color of their skin, or his background, or his religion. People must learn to hate, and if they can learn to hate, they can learn to love, for love comes more naturally to the human heart than its opposite. A change in our laws and policies has to come hand in hand with a change in our hearts.” We are waking up to this reality in a new way… we must keep going because as white people, this is our fight for a change in our hearts and humanity. Black Lives Matter.
Building Resiliency Through the Pandemic As “stay at home” orders extend across the country, and we begin to be more personally impacted by COVID-19, our ability to remain optimistic and hopeful becomes increasingly challenged. We continue to experience expectations of productivity and effectiveness in “work from home” environments, managing virtual teams and meeting deliverables. One of humanity’s most powerful survival skills is our ability to build resilience. Resilience means adapting well in the face of adversity and is associated with a mindset that recognizes our capacity to grow through life-altering and stressful events. According to Dr. Arielle Schwartz, “Resilience is not a trait that you either have or do not have; it is a set of strategies that can be learned and practiced by anyone.” Dr. Schwartz offers her framework of six pillars of resilience: Growth mindset: Cultivating an understanding that life experiences, whether positive or negative, provide ongoing opportunities for learning and development. Emotional Intelligence: Recognizing that you will experience feelings of fear, exhaustion, anger, sadness and a host of other emotions as a part of this global trauma we are living through. This is normal and part of your innate resilience. Gaining tools to navigate through this process allows you to reclaim your balance. Community Connections: This pillar has been the most dramatically altered during the pandemic as we have previously associated “connection” with in-person interaction. We now must be intentional at creating virtual connections. We may be physically distancing but social solidarity is essential. Self-expression: Activating the creative part of your brain, the prefrontal cortex through writing, art, dance, music increases access to the hormone oxytocin which helps you feel more social connection and relational resonance. Embodiment: Our bodies need to process stressful events through breath and movement. When these natural impulses are ignored the biological effects of stress persist. Activities such as yoga, meditation, and mindfulness breathing build resilience. Choice and Control: The belief and acceptance that there are events in our life that are completely outside our control. Resilience comes with knowing that there are still things in your life that you do have control over. Building resilience is a daily practice of small behaviors that support your physical, mental, emotional, social and spiritual health. In taking microsteps every day, you will start to feel stronger, optimistic, capable and connected to others.
