The Reindeer Standard
Guest blog featuring: Chris Lambert, Founder & CEO, Next Level Nonprofit
As a child, a certain red-nosed, flying reindeer named Rudolph had me believing that reindeer, too, were fictitious creatures. Sometime in my teenage years, I was surprised to discover that reindeer are astonishing, real-life creatures! That said, when searching for new team members, Next Level Nonprofit invites you to pursue reindeer, not unicorns. Reindeer are so extraordinary they feel almost magical—but, unlike unicorns, they exist. This is the caliber of individuals we want to find and attract to our organizations. Our “Reindeer Standard” guides our hiring, and, on occasion, it has also guided our decision to part ways with existing employees.
The first drive-in movie I saw as a child was “Bambi,” and the line that stood out to me most was Thumper’s famous quote: “If you can't say something nice, don't say nothin’ at all.” My keen recollection of this phrase may be enhanced by my mother’s frequent repetition. I’m sure I deserved my mom’s words of challenge, and I have no doubt Thumper had the best intentions, but his advice would make for a terrible team culture if applied broadly.
As nonprofits, our dedication to the people we serve demands that we offer team members honest feedback on their performance. Often, we have the opportunity to say very nice things! But sometimes we have to deliver constructive criticism when Thumper might have preferred silence.
When it comes to assessing your team, the million-dollar question is: “How do you know if you have the right people in the right seats?” In addition to using your intuition about whether or not you have Reindeer who are achieving outstanding outcomes, it is important to have a framework and data that allow you to see people clearly and non-emotionally and compare apples to apples. Next Level Nonprofit uses two main factors as the litmus test for fit: culture and capacity.
We have developed a simple tool called the Culture & Capacity Assessment. This tool is distinct from our annual review process and can more accurately be viewed as a lens through which our Coaches are constantly evaluating the performance of their Direct Supports.
We regularly review each team member with this tool, rating their performance “green” for demonstrating that element of culture or capacity fit most of the time, “yellow” for some of the time, and “red” for usually not.
Culture Fit
The right people in your organization are passionate about your organization’s culture and exemplify your culture in their actions and attitudes. An employee who is out of alignment with your organizational culture can bring confusion, negativity, and unproductive outcomes to your entire organization. Therefore, we hire, fire, recognize, and reward based on employees’ alignment with our organizational culture.
The example above is from an organization with three core values which, combined, comprise their culture. If you determine that a team member is a culture fit, then you likely have the right person in your organization. However, it is possible for the right person to be in the wrong seat because of capacity challenges.
Capacity Fit
There are three key elements to capacity fit.
Does this person understand what the job requires? Does she fully understand all her responsibilities and activities, not just the most important aspects? Does she understand how her role is designed to bring essential value to the people your organization serves?
Is this person passionately committed to doing everything the job requires? Does he truly want this seat, given everything it requires? Does this seat align with the responsibilities he loves and performs well? This doesn’t mean he “geeks out” on every single facet of his job requirements and responsibilities. However, he is committed to carrying out even the least favorable tasks with passion.
Does this person have all the abilities necessary to do the job with excellence? Here are some examples of abilities that may be required.
Time: If the job requires 40 hours per week, does she have the equivalent time capacity in her life? Keep in mind, sometimes employees’ time capacity will shift depending on life choices and circumstances. For instance, if a team member decides to add a side-hustle (another job) or start another nonprofit organization, her time capacity for your organization may significantly decrease.
Emotional intelligence: If this job requires patiently responding to clients who frequently demonstrate outbursts of anger, does she have the emotional capacity to respond well?
Intellect: If this job requires frequent and complex analysis of data, does he have the intellectual ability to analyze complex data in a timely manner? Does he have the necessary skills and training?
Physical fitness: If the essential functions of the job require him to carry objects weighing up to 30 pounds, does he have the physical capacity to do so?
Stamina and perseverance: If this job requires a long-term assignment, does she ensure that the process is well managed, and can she see the project through to completion?
Decoding the Evaluation
Particularly as you begin to implement this tool, you may see mixed results, like those reflected above.
First and foremost, Coaches should think of the Culture & Capacity Assessment as a way to be more intentional about giving affirmation and words of encouragement when their Direct Supports are doing a great job exhibiting these characteristics. Celebrate excellence frequently and publicly! Good Coaches give their Direct Supports far more words of praise than words of constructive criticism.
When a team member scores yellow in any category for the first time, her Coach provides 30 days of candid, targeted coaching, with the goal of achieving a green score upon reevaluation at the end of 30 days. The Coach may offer a professional development opportunity, provide personal coaching, or encourage the Direct Support to grow in this area through targeted reading, study, or the formation of a mentoring relationship.
If a team member scores yellow in the same category for a second time, or if a score deteriorates to red after engaging in the coaching process, then it’s time for a strike conversation and letter.
For more information on strike conversations and other tips, sign up for the Next Level Nonprofit mailing list at nextlevelnonprofit.org