Change is a large part of what we do. Nothing stays the same no matter how hard we try, and that, my friends, can often be a good thing. A few years ago, I contacted the editor of Counseling Today and shared my thoughts on the need for a column that spoke to the masses of folks in the counseling profession who dedicate their lives to serving others through nonprofit work. I provided some story ideas and hoped to see some of them end up in print.

To my surprise, the editor not only liked the idea but offered the column to me; he even helped me flesh out the name. Since that time, I have written every column and answered every email on a pro bono basis as a way to give back to a profession that has given so very much to me. I have been amazed at the volume of emails I have received related to my online column and the number of countries those emails have originated from. I’ve done my best to answer each and every query, although I’m sure my spam filter may have hidden a few.

As a teenager, I was part of a team that educated folks of all ages about safer sex practices, teen pregnancy and related issues. The first time I met the other team members, I was simply a student at school, watching the team’s presentation in the auditorium. I disagreed with some of the team’s points and had some insights of my own to share. I had never raised my hand in a large group before and had no plans heading into the presentation to raise my hand this time, but something the group said caused me to launch my hand high into the air.

I shared my concerns and saw that I had unintentionally made the presenters uncomfortable. I noticed their boss and my principal looking at each other, their faces turning a bit red. I sat down after saying my part and, after the presentation was done, I went back to class as normal.

Suddenly, I heard my name called and I was directed to the office, where I saw my principal and the whole team waiting for me. I thought I was in trouble, but, instead, the team members told me they were aware of their shortfalls — although they had never been called out on them before. To my surprise, they offered me a slot on their team, saying I could focus on the issues I had identified. Initially, I declined, but over the succeeding weeks, the team’s director called me again and again until I finally agreed to try the team out. That’s the thing about life: If we refuse to go beyond our normal comfort level, we rarely grow.

I started with small presentations, but within weeks, I had been moved up to state- and national-level presentations. Eventually, I was reaching international organizations, all at a time before the internet, YouTube and the like. I enjoyed the process a great deal and learned so much. A small-town boy, I twice went to Washington, D.C., to present in front of an international audience, rally on Capitol Hill and meet with high-powered politicians. It was not an experience this former high school dropout and single father (with custody) had ever expected. The tour lasted a few years and included interviews on the radio and television, in newspapers and magazines, and by the Associated Press.

I remember talking with the team’s director one day about how I would know when it was time to move on. I asked if there were guidelines in place or a time limit for the position. She replied simply, “When it’s time, you will just know.”

A year or so later, I found myself reflecting on what I had done. I had become a headliner for two presentation teams for programs focused on young parents, helped raise funding for programming for young fathers in both programs and done much to raise general awareness of the topics. I was nearing the end of high school and was ready to head out into the workforce full time. Someone who had seen me speak at the state capital helped me get a job, and with that, I felt I was ready to fade away from the public light. Things had changed, and with those changes, I found my passion waning. It was time.

The only job I have had for many, many years is as director of the charity I founded. I have been here since 2005 but started to develop the charity much earlier. During that time, we have grown from tiny and poor with a small office to having a corporate office at our original location and a therapeutic farm at another location. At our farm, we help train and mold the incoming generation of clinicians while also doing everything we can to make a real and lasting difference in the lives of those with whom we work.

I can’t imagine ever moving on from this place. I have even turned down offers that would have doubled my salary, halved my workweek and provided me with benefits that I never would have imagined. As good as those offers have been, none of them possessed the magic that this place has for me.

I believe I am answering a calling from above to serve, and serve I do to the best of my ability. Money is not my driving passion, nor will it ever be. I live in the same humble place I lived when I turned 6 and likely will remain their till I am called home. The only difference is that I own the place now.

My passion for “Nonprofit News” has not waned. I enjoy writing about and encouraging others to “do good,” and I cannot see that changing anytime soon. Still, for reasons not worth exploring in this column, I find that now is the time for me to depart. I am thankful for having had a brilliant editor on this column and for having a person who always seemed able to find the very best images to go with everything I submitted. I am thankful for the American Counseling Association for embracing me as a member so many years ago and for the always available David Kaplan (ACA’s chief professional officer), who has listened to various ideas over the years and who has been there to provide information for columns when needed.

I am humbled by the sheer number of emails I have received about this column and that this small-town “doc” has been able to consult with folks from all around the globe without ever having to leave the farm. You all have made this adventure one that I will never forget.

Beyond my normal work, I find myself suddenly exploring options that I had declined in the past. There is a possibility that you may see a Doc Warren YouTube channel very soon. I may contact the TV channel that once offered me my own show titled “Real Issues With Doc Warren.” There is the possibility of a podcast or radio show as well, although I have even money on the likelihood that I may just give myself extra tractor therapy time. Turning wrenches has been ever so appealing to me as of late …

If there has been one main theme that I have tried to convey to you all, it is that good ideas should never be silenced due to a lack of funding, a lack of space or a lack of experience. If you have a passion, an idea and the drive, you can make almost any nonprofit dream take flight. Start small and keep the spending low, but think big. Think long term while also focusing on each day. When I lacked a fax machine, I was thinking about when I would have acres of land for my clients. Never accept failure as an option.

****

Nonprofit News looks at issues that are of interest to counselor clinicians, with a focus on those who are working in nonprofit settings.

Dr. Warren Corson III

“Doc Warren” Corson III is a counselor, educator, writer and the founder, developer, and clinical and executive director of Community Counseling Centers of Central CT Inc. (www.docwarren.org) and Pillwillop Therapeutic Farm (www.pillwillop.org). Contact him at docwarren@docwarren.org. Additional resources related to nonprofit design, documentation and related information can be found at docwarren.org/supervisionservices/resourcesforclinicians.html.

****

Opinions expressed and statements made in articles appearing on CT Online should not be assumed to represent the opinions of the editors or policies of the American Counseling Association.

The longer you‘ve been in a space, the more time you’ve had to collect things. Some of these things allow you to work more creatively and effectively or simply make your space more appealing to the eye. But sometimes your collection can lead to clutter that causes you to lose efficiency and can stunt the productivity you long for. Most folks have little trouble throwing away things that are clearly broken, but when an item is still good but no longer in service, it can be harder to let go. Add decades in the same space, and your eclectic office may resemble a low-rent rummage sale where there is little room to walk let alone do your job.

Dostadning is a concept from our friends in Sweden that means “death cleaning,” which is the practice of removing unnecessary clutter from your home to make it easier for your loved ones after you pass away. Over time, the term has evolved a bit, and its use has been employed by younger, healthier folks as a way to declutter not only their physical space but to improve their emotional and mental outlook as well.  Whereas it may have once been unheard of for anyone below 50 to do any dostadning, adults of all ages engage in it. What works for people, can also work with programs, so this mindset is worth considering for programs of all sizes, be they one room or thousands of square feet, clutter collects easily, especially in our consumer-based society.

When the program I founded purchased its largest location, the space came with a mixed bag of treats, treasures and plain old junk. Previously a farm that had been in the same family since at least 1860, you can bet there were many items set aside for a later date. The family had also rented space to several companies over the years, leaving behind a collection of amazing breadth and depth. Farmers learn not to throw much away as money is tight, repairs are often and ingenuity is king. That old bedframe may be cut and welded onto a broken trailer; that cot may make a great gate for an animal pen. You get the idea.

Our main building was mostly full of items from many lifetimes. Though a bit under 8,000 square feet, in much of the building there was little more than enough room to walk through. A lot of it was junk, but some of the items intrigued us, so we bought the building, all contents included. This meant moving tons of items many, many times as we sorted, remodeled, staged and built. It may have been easier to simply have started with an empty building and then shop for cool items to furnish it with later, but we wanted an authentic look and felt that nothing would be more authentic than using items that had been here for generations. So we were left with an array of old kerosene lanterns, hand cut nails, old lumber and other antiques to furnish our new offices, but we also had a few thousand square feet of cluttered chaos and new shops and multipurpose areas to build. We had tag sales and hauled away dumpsters full of items until we were left with what we felt was the “good stuff.” However, we simply had far too much of the good stuff to be able to function. That’s where dostadning would save the day — and our programming.

Many of you may have have tried and possibly failed at cleaning out the store room of your own office. On one side you have the coworker who wants to toss everything – from the boxes of old toner cartridges up to and including the ashes of the founder of the program. On the other, you have the coworker who wants to keep everything, including not only the stale donuts in the breakroom but also that box of broken Christmas ornaments that was meant to make the office look more festive but instead caused a trip to the ER for stitches.  And in the middle, you have the more level-headed coworkers who want to keep things that are useful and throw the rest away. This works—unless, of course, you have a lot of useful items that you don’t actually use. That’s when you need dostadning the most.

Dostadning embodies the idea that an item can be good but not need to stay with you. Here are some ideas for deciding what to do with the unneeded useful things in your program, home and life:

• Have you used it in the last six months, a year? Do you have clear and solid plans to use it soon (such as seasonal items)? If not, it should probably go.
• Start with the obvious areas –those with the clutter long forgotten– and thus easiest parted with, like storage closets, junk drawers and that old outbuilding that you have not gone into since fuzzy car dice were still a thing.
• Make three piles, one for throw away/recycle, one for keep and one for giveaway/donate. Try to make the “keep” pile the smallest.
• If the space is large, consider getting a dumpster so once you have elected to throw away items they are immediately out of sight. The longer it stays, the bigger the chance that it moves to the saved pile.
• Do try to involve folks that may need items you are getting rid of. Is there a colleague that is just starting out that has a large need but limited funds? If so, ask them to help and to let you know whenever they see things they can use. Knowing an item has a home and a use can make it easier to part with. Just make sure they take it right away, otherwise you may become their de facto storage place.
• Speak with other programs to see if anyone has a posted wish list. If so, offer any of your extra items that are on the list — a great way to help them as you help yourself.
• If you have an empty room, consider moving good but not needed items to it for a time-limited (1-2 weeks) “take what you need” event where you invite the public to come take a look and take whatever they can use (you can include a donation can if you wish in case some folks want to make a monetary donation for an item). When the event is over, however, it all goes to a donation center or dumpster — this is about cleaning, not opening a shop.
• Use social media to offer items for free (or in some cases, for sale). Programs like Freecycle can prove invaluable but do set firm timelines for pick up.

As you clear away the clutter, you will clear some space—and hopefully, some pressure. By removing items, you may be able to help others as well and also highlight the key items that you kept, transforming a mass of stuff into selectively staged, unique eye-catching displays.

In our case, the dostadning continues. We’re working on our latest dumpster—parting with potential treasures, but clearing up some much-needed space: 1,000 square feet that will soon be 1,600. This space will eventually be a multipurpose room that will host community meals, talent shows, classes and other events. By removing the unneeded, we are bringing new life into once dead space while also lessening the burden on those that will come after us. Death cleaning enables new life and growth, which is what we in the nonprofit sector are all about. I’m rooting for ya.

****

Nonprofit News looks at issues that are of interest to counselor clinicians, with a focus on those who are working in nonprofit settings.

Dr. Warren Corson III

“Doc Warren” Corson III is a counselor, educator, writer and the founder, developer, and clinical and executive director of Community Counseling Centers of Central CT Inc. (www.docwarren.org) and Pillwillop Therapeutic Farm (www.pillwillop.org). Contact him at docwarren@docwarren.org. Additional resources related to nonprofit design, documentation and related information can be found at docwarren.org/supervisionservices/resourcesforclinicians.html.

****

Opinions expressed and statements made in articles appearing on CT Online should not be assumed to represent the opinions of the editors or policies of the American Counseling Association.

Most of us have seen it happen. The founder of a nonprofit program retires or dies after decades of dedicated service and sacrifice, and their life’s work turns to shambles in no time because of drastic changes made by those who replace them.

Sometimes it starts subtly, with a tweak or two to the mission statement. Other times it’s like a battering ram and might include the sale of once vital property, the handing over of the nonprofit to a larger program, the abandonment of core values and missions or the dissolving of the program altogether.

In other cases, the driving force behind a nonprofit is neither the board of directors nor even the founder(s) but rather one or two key members of the program. Once they have gone, the heart and possibly the soul of the program goes with them.

This does not need to happen, however. In this article, I’d like to offer some key ways to ensure a positive outcome once you are gone from your nonprofit program. It is NEVER too early to plan for your departure. In fact, in the program I founded, that planning started in the design stage, far before the first client arrived, before the location was selected and while the writing of our bylaws and other founding documents was taking place.

Be clear about your mission and direction. When training new staff and board members, use your mission and direction plans as the framework for every major decision. Otherwise, the mission statement is little more than something that is written in the founding documentation and then forgotten. When new programming is suggested, discuss how it would further the mission (or not). Make your short-, mid- and long-term direction clear. The best way to ensure a smooth transition is by educating your workers thoroughly while you are still active in your nonprofit program.

Select board members who love your program and what it has become but who are not afraid to challenge you. Find folks who share your passion but not ones who will follow you without question. This is not a place for sycophants. As the director of a counseling-based nonprofit, you will be challenged during discussions and you will likely lose a vote from time to time. That is a good thing, so long as it is productive.

Beware, however, of board members who might say, “I never really got what the founders wanted. It just didn’t make sense. But I took the position because it was good for my career.” Once these folks take charge, your program may never be the same.

I once spoke with a person put in charge of a low-income housing program who said he never understood why the program owned property. He set about divesting the program of ALL of its real-estate holdings “with the understanding that the new for-profit owners would keep costs affordable for all income levels.” Since its incorporation, the foundation of the program had been the acquisition, development and maintenance of property for the express purpose of providing quality low-income rental units. In short order, this person transformed “his” program into little more than an advocacy program, which was far removed from what the founders had envisioned. If there had been a stronger board of directors that possessed a working knowledge of the founders’ goals, this scenario easily could have been prevented.

Teach your secrets to others. Are you able to negotiate better deals with certain companies than others could due to knowing more about that company’s preferences and style? If so, how do you do it? Do you know something that others might miss? Perhaps that that company requires a softer hand or more direct involvement? Whatever the case may be, if you have a secret, share it with your valued staff.

I often am called into negotiations of various types, such as when there are issues between two entities that have shared programming or to help prevent rifts between individuals or programs that could lead to legal issues or formal contract disputes. The hope is that I can bridge the gaps. Most times, I can, although some cases do indeed lead to court or other less-than-positive situations. Whatever the outcome, I always try to sit with key members of my program to go over the case study so that we can see what worked, what didn’t work and how it all turned out.

Don’t make yourself out to be the superhero; share your knowledge. Sometimes it comes down to a little observation such as “I noticed from the way that someone in the negotiations held themselves that they likely would not do well with an authoritarian approach, so I approached them as equals and asked them rather than told them how they could assist.”

By teaching your team not just the how and why of your process but also the what (What led you to this decision? What data was important? What cues do you consider important?), you can help them replicate it far into the future. This is key so that if they ever are called into a situation such as this in the future, they will have a leg up in the process due to the added insight from this experience. At times, the “student” in this situation can become the teacher because he or she may see a possibility that I missed. Either way, this process assists our entire program because of the shared knowledge. Although it’s great to feel important and to be the “go to” member of your team, it is better to help foster an environment in which the whole team becomes “go to” people. And it’s all the better if they come to emulate your style so that once you are gone, your flavor will remain.

Nurture your employees and volunteers. Show them they are vital and appreciated; don’t just provide lip service. What makes them important? What skills do they want to build? Find out and try to put them in positions where they can gain them. What do they prefer to do? Find out and try to match the needs of the program with your employees’ and volunteers’ skills and passions. When they fail, be kind and offer guidance and a shoulder as needed. The more ownership they feel in the program, the better.

Speak of future plans now. Don’t keep things a safely guarded secret. Put your dreams and goals out there. The more folks that know, the better. Pillwillop Therapeutic Farm is a direct result of me making it known to anybody who would listen that I wanted land for passive recreation for our community. It started with an offer from a lodge brother who heard about my plan and said he would let his property be used via parking passes. From there, it led to a lease and purchase. The property never was put on the market, and without me sharing my vision with others, we would never have known about it. Many things happen like this in business on a regular basis, so make your dreams known.

Don’t allow yourself to become indispensable. We’ve all seen it. An enigmatic leader appears to be able to pull off just about anything he or she attempts, often where others have failed. No one else, it seems, can do what this leader does. This is great while the leader is there, but it can be disastrous when they are gone.

Teach folks how you do what you do. Nurture them and guide them while you can so that when you are gone, they can take over in a smooth transition. In many cases, the secret is easy. When a leader was asked how victory was achieved where so many others had failed, the leader responded, “I looked at each failure to determine why I thought it failed, then compiled all the data and took a path that no one else had. Using the failures as a way to eliminate possible paths provided me with the one most likely to succeed.” The leader then gave concrete examples that were invaluable.

Don’t overreach or overspend. We often have grand goals, which is fine. But keep the bottom line in mind and be realistic. Many nonprofit programs fail because when the new guard comes in, they find that the old guard left the program with a pile of debt or discover that the work the program is doing has become so diluted as to make it tasteless.

If you want a smooth transition, leave a firm foundation. This includes a healthy debt-to-income ratio (my program has only one line of credit, which is our mortgage), equity in your properties should you ever be forced to take out credit (we had about 55 percent equity at closing) and realistic growth. Although we have built our main program slower than projected (we have about half of our building remodeled, whereas we had hoped to have it all redone), we have done so without a line of credit or debt, which leaves us in a very strong position.

Delegate, empower and cross-train. Don’t do it all yourself. You can delegate duties, monitor, guide and lead, but to succeed, you will need a solid team. Teach folks not only their job but the jobs of others so that should an emergency arise, you will have backups. This happened to us recently when we lost a key member of our staff temporarily due to illness. Because we were cross-trained, we possess the capability of getting the job done, at least minimally, while waiting for our team member’s return. We all are doing a bit more than normal, but thanks to the cross-training, it is working.

Use the “decade rule.” It has been said that it takes a decade to properly train your replacement as a leader. If everything ran smoothly, you could wait until 10 years prior to your planned retirement to train your replacement. But since we do not know how our health, the job market and countless other factors will be that can impact our ability and desire to work, it is a good practice to have training in place sooner rather than later. Through training, delegating, setting a good foundation and following other best practices, you are allowing yourself the decade required to allow your successor to learn the ropes well.

If you want a solid course for the future, leave a solid program when you exit.

*****

Nonprofit News looks at issues that are of interest to counselor clinicians, with a focus on those who are working in nonprofit settings.

Dr. Warren Corson III

“Doc Warren” Corson III is a counselor, educator, writer and the founder, developer, and clinical and executive director of Community Counseling Centers of Central CT Inc. (www.docwarren.org) and Pillwillop Therapeutic Farm (www.pillwillop.org). Contact him at docwarren@docwarren.org. Additional resources related to nonprofit design, documentation and related information can be found at docwarren.org/supervisionservices/resourcesforclinicians.html.

****

Opinions expressed and statements made in articles appearing on CT Online should not be assumed to represent the opinions of the editors or policies of the American Counseling Association.