Board Café

As we move from the initial shock of the September 11 events, many of us are turning back to our volunteer work with mixed feelings. In one way, seeing the spirit of the rescue workers and others inspires us to recommit ourselves to saving lives and strengthening communities. But for many people, the events made everyday volunteer work seem unimportant, overshadowed by distant, urgent concerns.

Volunteering and working in nonprofits have always been how we demonstrate hope, confidence in the future, and the belief that we each make a difference. But the September 11 events provoke the opposite: feelings of hopelessness, fear, and powerlessness. We have asked: "In the grand scheme of things, does what I do matter?"

Our answer is that the everyday heroism of America's nonprofit sector matters now more than ever.

In response to the events, people everywhere instinctively turned to nonprofit organizations-the Red Cross, their places of work, schools and neighborhood associations, as well as to counselors, teachers and community leaders. It was a strong reminder that everyday, nonprofit staff and volunteers rescue children, help the injured, console the grieving, and advocate for solutions. This everyday work may be less visible to the public, but it is no less important or urgent. Nonprofit organizations give us all the opportunity to engage in activities that make us personally stronger and connect us to something larger than ourselves.

The future holds many fears: of unwise military action, of further terrorist acts, of economic downturn and joblessness, and of a profound loss of confidence and safety. These concerns may be new to the United States, but millions of people all over the world have lived with them for years. We can learn from their examples and find hope: that we will take care of one another, that we will advocate for sound foreign policy, that we will fight prejudice and hate crimes against Middle Eastern and Muslim Americans, and that we will find confidence by acting individually and collectively for justice and the safety of people everywhere.

All of us who work and volunteer in nonprofits can be proud that every day, by doing our work, we take a stand against terrorism and for community, peace, and justice.

This month's "Main Course" article

The following article was written to help companies respond appropriately to the September 11 events, but it's also strikingly appropriate for MANY of the kinds of crises that nonprofits experience. In CompassPoint's consulting practice we have known organizations that have lost long-time and beloved leaders, that have suffered fires or vandalism, that have been exposed to media attacks (because, for instance, a client of many years ago has been implicated in a crime), or that have discovered embezzlement or other acts by trusted staff or board members. This advice can be helpful to boards and staff managers in such times.

What NOW?

by Kathleen Edmond, Esquire, M.B.A., LICSW

Soon we will all need to get ourselves and our companies back to business. How can we do this in a way that is respectful and helpful, but at the same time doesn't create issues that do not exist?

1. Speak to the organization. Pull management together to discuss their responsibilities and give them guidance. Acknowledge their dual roles as managers and individuals with personal feelings.
2. Depending on the size and configuration of the organization, pull people together in groups. It is not important to have all the answers right now. Communication will continue.
3. Acknowledge that the world is now different. We must each individually and organizationally replace that with something different.
4. Acknowledge that individuals will respond and recover at different paces. Some will want to get back to work as quickly as possible. Others will have difficulty focusing for a long time (it will be sporadic and not a constant inability to focus).
5. Allow people to talk periodically during the day. Remind people to take care of themselves and their families and friends.
6. Consider allowing employees additional personal time off to attend services, or other community-focused events.
7. Remind people to use the Employee Assistance Program, health benefits, and other resources.
8. Talk about the impact on your specific business and what effect it has on the company.

Longer term you will have questions about what to do with employees who cannot seem to focus after a reasonable length of time. And you will have questions about what is a reasonable length of time. Assure people that these questions will be addressed as they arise.

This is an abridged version of an article, reprinted with permission, from Employment Practices Solutions at www.epexperts.com. Kathleen Edmond can be reached at kedmond@epexperts.com

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