There are always, and will always be, core constraints in the nonprofit world. From the smallest animal rescue to the largest foundation those constraints are consistent.
Time, Money and People
If the organization had all of these, it would be able to fulfil its vision, solve the problem and be able to close up shop. However, the nonprofit sector is fundamentally built to make change and these constraints occur (on all different levels) throughout organizations.
Often we are challenged with exceptionally short deadlines, fickle leadership, limited cash, and staff with big hearts but not the right skills. So what I am getting at here is that constraints are often both physical (crappy computers) and philosophical (unclear strategic direction) and still we forge onwards.
However when you dig down, the real constraint we are confronting is expectations- both our own and those of others.
When I start projects I try to begin with a shared agreement about what the expectations and the picture of success would like. For different teams, leaders, and projects expectations vary.
In some cases the measure of success is just getting the thing done? Mail that brochure. Sell that ticket. Have that party. Maybe we can pause and evaluate the project, but most likely not as we gallop towards the next thing that needs to get done.
On the other end of the spectrum is the project that needs every bit of razzle dazzle that you can find. This could include the pressure to make something go viral on Twitter (not how that works), raise a huge, stretch amount of money, or have that one donor feel like they are the most important person on Earth.
While neither of these ends of the spectrum seem to make much sense for a sustainable and healthy staff and organization, bringing up the subject of expectations gives us a chance to be more collaborative and strategic. It can allow for more voices at the table to fully articulate the tactics that would need to be used to reach those expectations- regardless if you share them or not.
Discussing expectations can also be a good place to answer this question: If we are going to do this, what are we going to stop doing?
In my experience this question never gets fully answered. We are fortunate to work among passionate and creative people who are committed to making positive change and these people are not machines or superheroes. If we don’t adjust expectations when new projects begin, we are driving ourselves and our staff closer and closer to burnout, increasing the probability of mistakes, and ultimately failing results.
Finally, when expectations are laid out there exists the opportunity to question priorities and power structures. It helps to uncover personal and institutional bias, power and privilege which is why it is essential to consider expectations in every project and every plan.
What are your expectations of yourself? What are the expectations you have for others in your organization? What does success look like to you and is it the same as your manager? Which expectations are guiding planning and process, and what might you change if expectations shifted? And Why?
The constraint of expectations is so much more than time, money, and talent. It connects to both the personal and the organizational culture which is sometimes so much more limiting because it is unspoken and unidentified.