I used to work in employment services helping formerly incarcerated individuals secure second chance opportunities and build their careers from scratch. A client came in one day distraught. My colleague and I had worked with her to shore up her resume as a head chef. After several years incarcerated, she wanted to return to the restaurant industry. We connected her with multiple interviews with second chance employers, and she was offered a head chef position with a great salary. However, when she presented this to her supervision officer, they told her she could not take the position, as it was in a restaurant where alcohol would be present. Her charge had nothing to do with alcohol use and she did not have a substance use history; in other words, there was no nexus between her charge and this decision by her supervision. It was punitiveness for the sake of punitiveness.

This is what reform advocates witness often, and it is not unusual to absorb the grief or outrage alongside our clients. When we see a success story get snuffed out because of injustice, we ourselves may start to burn out. We either need a superb supervisor (which I luckily had at the time) or community who helps us stay motivated and positive, or we need to feel we have some power to overcome destructive systems.

There were also day-to-day struggles in achieving program success. Many clients were healing from extensive trauma or were focused on staying sober, finding housing, and reuniting with their families. This often put meeting with me at the bottom of their priorities list. As a service provider, I had to understand how to meet them where they were at -- instead of lecturing them for missing an appointment as some service providers might do, I asked them what their barriers were to showing up and how I could help remove those barriers. The distinct difference with transformative justice is that practitioners aren't taking a paternalistic posture with clients as is often observed in carceral environments; rather, we act as partners in their life planning. This might be more demanding on your staff's time, but it's an empowering strategy. Not only does it acknowledge formerly incarcerated citizens as competent human beings, but also adopting this mentality can help prevent burnout. It allows clients to take responsibility for their own progress, and it gives program staff the agency to provide help in a way that it is actually needed.

I want to share some additional tips on creating an environment at your organization where burnout is consciously addressed. But first, what causes burnout? Let's explore a couple theories.

ADAM GRANT: "Givers don’t burn out when they devote too much time and energy to giving. They burn out when they’re working with people in need but are unable to help effectively."
In other words, we are at risk for burnout when we don't see the fruits of our labor! But sometimes all we need is a slight shift in perspective. Yes, my client was distraught, and the team sympathized; however, within several months she had done a career pivot toward social work and counseling, which she said became a more stable and fulfilling option for her.

SELIGMAN'S THEORY: Part of burnout relates to learned helplessness. In Seligman's theory, learned helplessness begins with a negative belief system made up of the 3 P's: Personalization, Pervasiveness, and Permanence.

• Personalization: Believing your failures or rejections are due to something inherent within you. i.e. They didn't show up for their appointment because they think I'm bad at my job. We didn't win the grant money because there is something wrong with me.
• Pervasiveness: Believing that failure in one area will affect all areas of your life. i.e. Now that I think of it, not only are we failing to get legislative change, but the whole system is messed up, and all this work and effort is meaningless.
• Permanence: Believing that you will remain "stuck." i.e. Nothing I do will ever change the way things work; this feeling of failure will never go away.

Here are some tips on how you can prevent burnout on your team:

• Celebrate your staff's successes. Acknowledge the fruits of your labor -- even if "success" is defined creatively, it is a great motivator when you are acknowledging how your team's work is moving the needle.
• Pay attention to how your staff vents when they are frustrated. Are you noticing language that sounds like the "3 P's of Learned Helplessness"? If so, work to correct these optics. The more you work against negative belief systems, the more resilient your team will become. I learned that from Henry Cloud.
• Foster acceptance of "failures" (aka "teachable moments," "opportunities for growth," "learning curves"). Ask yourself what is more productive: a team that is too frightened, defensive, or untrusting to speak honestly about its needs and mistakes, or a team that is open about its struggles or "failures" in order to address them head-on and make adjustments where necessary? Which environment will allow for growth, mutual understanding, and respect? One that acknowledges everyone's humanity, of course! When people aren't afraid of their work environment and they can trust their colleagues, they will be much more resilient when the work is particularly challenging.
• Give people space. In a highly demanding work environment, ensure you aren't micromanaging and that you are allowing people to deal with their GUS (Grown-Up Stuff). Whether they are attending to a parent's sudden health issue, taking their child to school, or just need time for a dental appointment...everyone deserves some flexibility, within reason, to attend to their life. If you are having trouble granting flexibility to staff because of trust issues or the work isn't getting done, then there is a bigger problem at hand.

This work is consistently demanding, and for every win, you might see a new challenge arise. Stay positive. Keep at it. Be in community with each other. And don't abandon your passion for better justice.

For organizational consultation, you can always reach out to Transformative Justice Solutions. We specialize in helping criminal justice organizations that are working in reform, advocacy, direct service, and alternatives to incarceration. Reach out to me at katherine [at] transformthework.com

"Imagine an organization where everyone feels a strong sense of shared purpose, where people relate to one another in a way that fosters greater awareness of the work and of themselves because they feel deeply understood and share a common purpose."
-Henry Cloud, Boundaries for Leaders

In the nonprofit world, especially in the challenging work of criminal justice reform or direct services, is Henry Cloud's vision of synergy possible? So often organizations are struggling in cash flow, meeting urgent client needs, and balancing ever-mounting demands on underpaid staff. How, then, does an organization move from a culture of stress to an environment where people "relate to one another in a way that fosters greater awareness of the work and of themselves"? How many spoonfuls of energy do you have left?

Henry Cloud's conclusion is that when leaders take time to really listen, so much changes about the workplace culture. This means listening to staff, clients, and partners alike. Let's talk about how this plays out in a broader movement for criminal justice reform.

In transformative justice work, we cannot cultivate a healthy movement if our workplaces are unhealthy. In order to effectively carry out their mission, organizations need to cultivate a space like Henry Cloud illustrates above. Why? Because the organizational culture will ultimately bleed into every corner of the work. If there is misery or mistrust among staff, you can bet that clients will feel it; if there is a lack of understanding of company values, clients and partners will experience inconsistent treatment; and if there is inconsistency in carrying out the mission, it will be harder to champion your message to broader audiences.

Here are some questions to consider. An organization that is embodying transformative justice would answer yes to most, if not all, of these questions:

• Staff care: Is the organization providing healing spaces and resources for staff, especially around addressing secondary trauma? Does the organization avoid hierarchical thinking and instead pushes creative problem solving, valuing input from every member, and trusting staff to work independently? Are there safe conditions for staff to come forward to leadership to talk honestly about problems they're observing?
• Client approach: While the organization talks publicly about reducing punitive approaches to justice, is it also ensuring its own policies for clients don't mirror the penal system? Is the organization holding itself to the same expectations it sets for clients (i.e. keeping promises, showing up on time to appointments)? Is the organization creating spaces to hear out clients about their experiences and needs?
• Partner relationships: Is the organization reaching out to directly impacted people, people with lived experience, and community groups in order to incorporate their voices and genuinely understand their ideas? Is the organization willing to hold conversations with community partners on how it can do better and "partner stronger"? Is the organization setting a tone with its staff around how it can learn from others and benefit from partnerships? Notwithstanding its own desire to be valued in the broader movement, is the organization also acknowledging the value of others' work?

If you are thinking about your own organization and answered no to any of these questions, there is room to grow, and that's the beauty of living out transformative justice. The process of facing our deficits -- not with shame but with an understanding that there are always new ideas to learn and ways to grow -- is necessary for positive transformation. It is the first step to moving closer to building a successful movement around justice reform.

If you'd like to set up a session with Transformative Justice Solutions, reach out to Katherine@transformthework.com or learn more about our services here.

"Napoleon said that there were three things needed to fight a war. The first is money. The second is money. And the third is money. That may be true of war, but it's not true for the nonprofit organization. You need a plan. You need marketing. You need people. And you need money."
-Peter Drucker, in Managing the Nonprofit Organization

As Drucker alludes to above, money isn't everything a nonprofit needs to execute its mission. Those primary elements - plan, people, and money - heavily rely on your ability to market who you are and what you are doing.

It may seem odd to apply a business world term like "marketing" to the nonprofit sector, where the "product" people are delivering is an intangible concept like "social change" or "improving lives." However, even after you have devised a perfect program that WILL change lives, you need marketing to reach those you wish to serve and those whose support you need.

Here's the ultimate catch: many people working in advocacy or direct service nonprofits are trained in social work, psychology, political science, and research. Marketing skills often come from a completely different kind of resume. So how do you wear that hat at a small organization?

Let's run through a few tips on marketing your programs. As someone who has had to employ marketing techniques to promote a speakers bureau, multiple conferences and symposiums, and fundraising events, I've learned a few things along the way from experts in communications.

1. Know thy audience: You may have this expression "know your audience" ad nauseam, but it is a critical part of designing the right messaging for your organization. This means you should understand the needs and wants of your target demographic and appeal your messaging to them. For instance, let's say you want to target volunteers aged 16-25 interested in police reform. Your messaging and images should be crafted to catch this audience's eye, and you will utilize platforms that cater to this age bracket (for instance, TikTok or Instagram). This will require research on what this audience is saying in relation to police reform, and how they are saying it. Just an additional note: Even when organizations know their target audience, some make the mistake of trying to appeal to too much in one advertisement. Think about creating multiple social media posts, each with messages speaking to a specific target audience. If you want young volunteers interested in police reform but also want retired individuals to become donors, these are two very different audiences. There are 10,000 ways to talk about your program, and the words you choose will or won't matter to different people. Strategize on how to reach your target audiences in their own unique way.
2. Personally appeal to your network. Marketing is not simply about broad advertising or social media upkeep. It is about strategically reaching out to people in your network whom you have built relationships with. Have a conversation about how you can work together to promote your program or project, and build a relationship that fosters a symbiotic partnership. Give as much as you take. For instance, while I was expanding the speakers bureau at my previous organization, I reached out to coalitions interested in educating the public about criminal justice issues and built relationships based on a shared respect for including the voices and input of people with lived experience. Together, we helped each other accomplish an important mission.
3. Direct your efforts wisely. Generally, Americans spend over two hours per day on social media. But since the advent of Facebook eighteen years ago, "social media" has become a broadly defined space to encompass other platforms that have emerged such as Reddit, Youtube, LinkedIn, SnapChat, etc. For nonprofits with limited resources, it is impossible to do it all. This article from SproutSocial breaks down multiple platforms by user demographics so that you can focus your energy in the right places based on your target audience.
4. No one hits gold on the first dig. Marketing is about consistency. You won't get a million subscribers with one post. Generally, people build followership steadily over time. If you lack the resources to hire a marketing team, plan out your posts months at a time using scheduling functions or applications like Hootsuite. Ensure your marketing strategy includes a plan for robust content generation, and save time and resources by using platforms like Canva to create a professional look and content variety. 
5. Include your team's voices. This is an impactful way to message your programs to the public (and generate a large amount of content in one sitting). Bring your team together in the same room and talk about why they love their work; the outcomes they are seeing in their program; the success stories they have witnessed; and the reasons they continue to show up to serve the clients. While respecting confidentiality, allow your team to be a part of the messaging about what your program is accomplishing and what it looks like for a client to walk through your organization and find what they need.

If you like what you're reading, please reach out or comment about your specific challenges, and we can discuss how TJS might be able to assist with your program communication strategy!

My uncle used to cultivate grapes, and he told me: "When you trim a grape vine at the root, it will come back with a beautiful vengeance."

This advice might have been useless to someone who doesn't know the first thing about gardening, but this advice lingered in my mind for years as a metaphor. He didn't mean "beautiful vengeance" in any negative connotation; he meant that when he cut his meek vine that refused to bear fruit, it came back tenfold and proved its true potential.

The same thing goes for feedback. I had a staff member once who was working in a silo - struggling to communicate across teams when their work didn't overlap, which led to conflict and miscommunication with others. I provided her honest feedback on this, and I asked what might be causing this pattern to emerge. Oftentimes people don't realize how they are coming across to their colleagues, but people are naturally afraid of having honest conversations, which in turn deprives the person of a true growth opportunity.

My feedback was like trimming the root of a grapevine. She took it to heart, and because she is a woman of true grit and determination, she came back with a "beautiful vengeance." She incorporated new practices for checking in with others. She changed the way she talked about her work to give credit to the colleagues doing similar work, and she made a conscious effort to include others on her program updates, events, and problem solving. She truly took the feedback as an opportunity for growth, and it was a wonderful thing to watch.

Here are 3 takeaways from this experience that I wish to share:

1) Honesty is a valuable tool.
Of course, there is a reason people are afraid of being honest with each other when something isn't right. Feelings get hurt; people can feel misunderstood when they receive feedback and oftentimes one piece of negative feedback can overshadow anything positive you may have lead with. It is important that you aren't CUTTING DOWN the vine, but rather strategically trimming. This means that your honesty should come from a genuine place, and you should already have established trust as a leader so that the staff member understands you want them to succeed and you value their contributions.

2) Ask about what they need, and create a safe space for a real answer.
Your staff hold the keys to their professional development. They often already know what they are struggling with and where they want to go in their career, but in order to evaluate it with their supervisor, they need to feel that talking openly about their challenges is not to their own detriment. If they are wondering, "Will this be used against me when I ask for that raise?" or "Will my colleagues find out that I'm struggling with this?" then something needs to help them reframe. Cultivate a workplace where the desire to learn and grow is an asset, and "not knowing something" isn't a failure. Together, you can build a development plan where you recommend trainings, books, articles, or introductions to other people in your network.

3) Don't drop the ball - check in!
As a leader, your role will involve checking in on a person's follow through with their professional development plan. Everyone is balancing a lot of responsibilities in their jobs, and often (especially at nonprofits), people will prioritize helping others rather than themselves. Part of cultivating a workplace culture of growth is holding people accountable - gently, with understanding that they are juggling a lot. This might be with a casual check in, "Hey, any chance you've had any time to read the article I sent you? I'm excited to hear your thoughts," or simply, "Are you finding time to work through your professional development plan that we created last month?" A motivational coach provides helpful reminders, healthy pressure, and sympathizes with the fact that people have competing priorities.

What does this quote mean in practice? "Nothing blooms 365 days a year." In our personal lives, it means we're not always "on," not always winning, not always exhibiting greatness. Sometimes we go through phases of "doing," and then there are phases of learning. In business, it means that sometimes we are advancing, and other times we are storing up our reserves. Anything to the contrary would be unrealistic, yet we are often held to that expectation by family, work, and society.

In the rainforests of Sumatra, there exists a very strange flowering plant called titan arum. It can get to over 10 feet tall and weigh over 165 lbs. It stores its energy in between blooms, producing only a single flower every 7-9 years. Can you imagine being that patient? But when it does flower, it makes a ruckus in the forest, producing heat from its core and a formidable stench, attracting pollinators far and wide. This bloom lasts but 24 hours. 

What can we learn from some giant stinky flower? I have encountered countless people who experience guilt in taking breaks, setting boundaries with work, and allowing themselves the space to nourish themselves. Many of us work under the expectation of constant productivity and desire for perfection. Contrarily, this actually works against our ability to be effective. It generates a frantic work culture, one where wellbeing, strategic planning, and learning come secondary to meeting the numbers and competing with each other. This can be counterproductive to truly thriving, to "blooming strong" (if you will) when the time is right.

The quote above from Adrienne Marie Brown's is accompanied by these words from Autumn Meghan Brown of AORTA: "Our gifts thrive in very different circumstances...I can really let go and let other people hold their expertise, and I can call it forward and learn. And that is healthy for a group. A group that is always making decisions isn't a group that is always learning, necessarily, but learning is an essential function of making good decisions. And in order to learn together you have to be good at humility and curiosity."

Since reading this, I've spent a lot of time thinking about the ways I am investing in my own learning and growth. When we invest in ourselves, even if a bloom is brief, it has the potential to be impactful. Despite the titan arum's ephemeral foray into the world, this flower is quite useful. It can be used for food and medicinal purposes and is currently being studied to treat a deadly parasite causing African sleeping sickness. When we take time to hone our skills and learn from others, we will have more to offer the world when the "bloom" occurs.

How is your organization investing before the "bloom"? Are you adhering to professional development plans, checking in with staff, and planning for the long term, or do you often find yourself putting out fires week by week? Do staff feel equipped for growth, or are they constantly worried about change? 

If you're interested in learning more about how TJS can help your organization invest in professional development and strategize program growth, please reach out here for a conversation!