Despite our cultural habits to the contrary, time away from work is critical to our health, happiness, and productivity.

Ron Heifetz and Marty Linsky, early thinkers in the field of adaptive leadership, remind us that people do not resist change, they resist loss. Change that involves real—or even perceived—loss is painful and often difficult. Capable leaders have to identify, assess, provide context for, and manage that loss so people can move on to new behaviors and mindsets.

Gardening is the way that I ground and center myself. Being a gardener has also made me better at my work beyond my yard. Here is a bit of what I have learned…

Self-care is always a challenge for those of us who work on issues we care deeply about. This month, we wanted to share three simple tips to boost your self-care at work and at home.

If you want to have great meetings, there are a few common mistakes to avoid. By designing, facilitating, and participating in many, many meetings, we’ve figured out the five big biggest meeting mistakes not to make …

My Thursday was filled with joys and challenges. All in all, it wasn’t a bad day, just a full one. It’s not a day that I want to forget, as it was an important and meaningful day. I find myself having more and more of these kinds of days, and I think that the lessons I re-discovered might be useful in the future. I’m going to keep them front and center in this bursting season of Spring and thought you might find them helpful as well.

In last month’s newsletter, I shared the beginnings of my exploration into better understanding power and how nonprofits might gain and use power. On this quest, I’ve realized that thinking about how to use power to create change was just that—a how question. Before I get to how, I need to focus on better understanding the what. What is it that we are trying to change?

Have you ever found yourself thinking: I wish my board would get out of the weeds! Or: Why are board members so quiet during meetings? Or even: I really wish the board would help me think about the big picture for our organization. You, my friend, might find the three modes of governance helpful.

We believe that there’s no one way to understand the work of leadership and strategy, and so we combined three of our favorite concepts to build Academy Reconnect: adaptive leadership, the “big question”, and failure and improvisation.

I want to share a bit here about the more informal forms of learning and reflection. We live in a world with a constant flood of information and perspective. How do we make sense of it all? How do we decide what deserves our attention and what is frivolous? How do we figure out if what we are actually doing is contributing to our mission and goals?

At Third Space Studio, our days are filled with strategic thinking as we partner with nonprofit leaders to make progress on complex challenges. We value failure. We even host an annual Fail Fest to celebrate it! “Good Strategies Fail” felt just right for me and I immediately hung the post-it on the wall in my home office/studio.

We often get calls from nonprofits asking them if we can help them with a strategic plan. The typical calls starts with something like this: “Our last strategic plan is about to run out and we need to update it. Can you help us? Three years ago when we did this we held a board retreat and a special staff meeting and came up with our goals and objectives. We think that process will work again.”

Presented by Third Space Studio and BC/DC Ideas, the Individual Donor Benchmark (IDB) Project collects fundraising data from organizations with budgets under $2 million, seeking to identify trends nonprofits can use to evaluate their own fundraising success.

What’s relevant about these stories in the midst of the COVID-19 pandemic, you ask. Here’s what I heard as I listened to the waves. We have been in the midst of similar moments of stark life and death realities. We have experienced uncertainty and grief. There are people who have walked similar paths who have the wisdom to share with us all as we face this current crisis. We need this wisdom and it’s available to us …

I'm guilty of it - and I bet you are, too. Neglecting my own professional development, even while I preach the importance of training to others. Whether the challenge is priorities, costs, or just not enough hours in the day, I often find it hard to make time for training.

Those of us who work in organizations spend a lot of our time in meetings. They compete for time on our calendar. Sometimes the time is well spent. We leave the meeting energized with a clear sense of direction or new understanding. More often that not, the investment of our time and energy in a meeting is frittered away. The meeting is unproductive and we leave with our energy drained and our relationships frayed.

We think a lot about leadership at Third Space Studio: the kind of leadership that’s about mobilizing other people to tackle the tough challenges, the challenges that require our willingness to change our own mindsets and behaviors if we are to find a solution. We’ve noticed that there are lots of opportunities to learn about leadership from the experiences all around us.

In the last month, I’ve spoken with multiple nonprofit leaders who see a lot of uncertainty on the horizon and are feeling a bit paralyzed by it all. As I coach, converse, and commiserate, I’ve wanted to help them find a touchstone, something reliable in the midst of the unknown.