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Non-profit organization is an emotional enterprise, a real love labor. It is almost impossible not to have a strong emotional response when serving others, and that is OK. Emotions are unauthorized passion, and it is our passion that fosters our commitment to a goal. But these same emotions can often lead us to act impulsively or quickly make decisions with negative consequences for our non-profit organization.

One of the best advice I can give a current or future founder or leader of a non-profit organization is the art of patience, because patience is one of the best ways to control and manage your emotional decision-making.

Thanks to our modern world – a century of direct answers – patience is no longer part of human nature. One of my favorite examples of this is a fifth survey by the third bank, which showed that 96% of Americans consciously burn their mouths with extremely hot food or drink and 63% agree to do so often. We have all been there.

Although patience may die in our culture, it is still a critical business practice and it is primarily an integral part of starting a non-profit organization in the midst of all competition. The non-profit sector grew by 20% between 2005 and 2015, in contrast to a growth rate of around 2-3% in the for-profit sector, according to a report published by PNP Staffing Group.

However, sector growth does not always mean a long life. According to the IRS (required subscription), nearly 80,000 non-profit organizations were created in 2016, but a recent report from Guidestar shows that many non-profit organizations are experiencing challenges in the area of ​​sustainability.

Half of US non-profit organizations work according to Guidestar with less than one month of cash reserves, while 30% have lost money for three years and 6-8% of US nonprofits are technically insolvent. One of the biggest reasons is not to take the time to research and develop a long-term strategy and financing method before the organization is launched and meets a need.

When I was appointed president of Buckner International, the non-profit organization that I serve, I told our board and employees that I would not operate Buckner as a speedboat. Instead, a sustainable nonprofit organization of the size and scope of Buckner must be run as an aircraft carrier, which requires five miles to change direction, but is more resistant to years at sea.

In many ways, founders of non-profit organizations have the same way of thinking as starting entrepreneurs with a profit objective: identification of the need. Trade as needed. Rinse and repeat.

Forbes employee Chris Myers says it best in his article about why entrepreneurs must be patient. "In order to build a successful business, you have to be busy and a bit of a hard-charger." Impatience, not surprising, is a common by-product of the entrepreneurial mentality ", writes Myers.

"As entrepreneurs we live in a world that quickly thinks and values ​​dynamic action, which is not a bad thing in itself, but if you allow these characteristics to manifest in the form of impatience, problems arise."

Being emotionally invested in a social goal often makes us impatient to rectify the injustice of the world without thinking a year further, let alone five or ten years.

Buckner International did not start from one day to the next. The founder, R.C. Buckner, advocated for the cause of more than 10 years before he was able to launch his nonprofit organization to help orphans and widows after the civil war.

Even after he started Buckner informally in 1877 with receiving his first $ 27 offer to build an orphanage, it took another two years to get his organization off the ground. He officially launched in 1879 by submitting a charter with the Secretary of State in Austin, Texas. Even 140 years ago, R.C. Buckner still did everything legally, methodically and according to the book. He did not rush to launch his nonprofit organization.

Even then, R.C. Buckner understood the need to develop a solid foundation for his nonprofit organization that for decades was able to provide vulnerable children. Had he acted on the basis of his initial emotional reaction, he might have used the full $ 27 to feed the hungry and only meet their immediate need, and Buckner would not have grown into the organization it is today.

The National Council for Nonprofits has a great resource on its site on how to start a non-profit organization. The five steps include research, building a solid foundation, including and completing state forms, filing a federal duty-free status and ongoing compliance. It is easy to see that all these steps require time, dedication and patience.

Practicing the art of patience also applies to running a non-profit organization. Patience allows us to look at the problem objectively and to consider proactive solutions, whereas emotions are by definition reactive. Of course, when I travel to Kenya, Guatemala or even the southern border of Texas, I see countless children and families in need that I want to help immediately. They need food, so let's do some shopping; they need better education, so let's build a school.

Not only is that line of thought detrimental to our long-term operations and sustainability, but the results of immediate action are rarely anything but patches or quick fixes. That is not to say that non-profit organizations can not meet basic human needs – Buckner – but it is important to be patient with our funding and to apply the majority to programs and services that will bring about lasting change. .

With non-profit organizations, our volunteers and donors can take action to solve problems. They see our commercials or read our e-mails and can respond and help by their decision to donate time or money. To give them this opportunity, it is our duty as non-profit leaders to exercise patience in our actions and decision making to ensure that our organizations will be there for years to come.

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Non-profit organization is an emotional enterprise, a real love labor. It is almost impossible not to have a strong emotional response when serving others, and that is OK. Emotions are unauthorized passion, and it is our passion that fosters our commitment to a goal. But these same emotions can often lead us to act impulsively or quickly make decisions with negative consequences for our non-profit organization.

One of the best advice I can give a current or future founder or leader of a non-profit organization is the art of patience, because patience is one of the best ways to control and manage your emotional decision-making.

Thanks to our modern world – a century of direct answers – patience is no longer part of human nature. One of my favorite examples of this is a fifth survey by the third bank, which showed that 96% of Americans consciously burn their mouths with extremely hot food or drink and 63% agree to do so often. We have all been there.

Although patience may die in our culture, it is still a critical business practice and it is primarily an integral part of starting a non-profit organization in the midst of all competition. The non-profit sector grew by 20% between 2005 and 2015, in contrast to a growth rate of around 2-3% in the for-profit sector, according to a report published by PNP Staffing Group.

However, sector growth does not always mean a long life. According to the IRS (required subscription), nearly 80,000 non-profit organizations were created in 2016, but a recent report from Guidestar shows that many non-profit organizations are experiencing challenges in the area of ​​sustainability.

Half of US non-profit organizations work according to Guidestar with less than one month of cash reserves, while 30% have lost money for three years and 6-8% of US nonprofits are technically insolvent. One of the biggest reasons is not to take the time to research and develop a long-term strategy and financing method before the organization is launched and meets a need.

When I was appointed president of Buckner International, the non-profit organization that I serve, I told our board and employees that I would not operate Buckner as a speedboat. Instead, a sustainable nonprofit organization of the size and scope of Buckner must be run as an aircraft carrier, which requires five miles to change direction, but is more resistant to years at sea.

In many ways, founders of non-profit organizations have the same way of thinking as starting entrepreneurs with a profit objective: identification of the need. Trade as needed. Rinse and repeat.

Forbes employee Chris Myers says it best in his article about why entrepreneurs must be patient. "In order to build a successful business, you have to be busy and a bit of a hard-charger." Impatience, not surprising, is a common by-product of the entrepreneurial mentality ", writes Myers.

"As entrepreneurs we live in a world that quickly thinks and values ​​dynamic action, which is not a bad thing in itself, but if you allow these characteristics to manifest in the form of impatience, problems arise."

Being emotionally invested in a social goal often makes us impatient to rectify the injustice of the world without thinking a year further, let alone five or ten years.

Buckner International did not start from one day to the next. The founder, R.C. Buckner, advocated for the cause of more than 10 years before he was able to launch his nonprofit organization to help orphans and widows after the civil war.

Even after he started Buckner informally in 1877 with receiving his first $ 27 offer to build an orphanage, it took another two years to get his organization off the ground. He officially launched in 1879 by submitting a charter with the Secretary of State in Austin, Texas. Even 140 years ago, R.C. Buckner still did everything legally, methodically and according to the book. He did not rush to launch his nonprofit organization.

Even then, R.C. Buckner understood the need to develop a solid foundation for his nonprofit organization that for decades was able to provide vulnerable children. Had he acted on the basis of his initial emotional reaction, he might have used the full $ 27 to feed the hungry and only meet their immediate need, and Buckner would not have grown into the organization it is today.

The National Council for Nonprofits has a great resource on its site on how to start a non-profit organization. The five steps include research, building a solid foundation, including and completing state forms, filing a federal duty-free status and ongoing compliance. It is easy to see that all these steps require time, dedication and patience.

Practicing the art of patience also applies to running a non-profit organization. Patience allows us to look at the problem objectively and to consider proactive solutions, whereas emotions are by definition reactive. Of course, when I travel to Kenya, Guatemala or even the southern border of Texas, I see countless children and families in need that I want to help immediately. They need food, so let's do some shopping; they need better education, so let's build a school.

Not only is that line of thought detrimental to our long-term operations and sustainability, but the results of immediate action are rarely anything but patches or quick fixes. That is not to say that non-profit organizations can not meet basic human needs – Buckner – but it is important to be patient with our funding and apply the majority to programs and services that will bring about lasting change. .

With non-profit organizations, our volunteers and donors can take action to solve problems. They see our commercials or read our e-mails and can respond and help by their decision to donate time or money. To give them this opportunity, it is our duty as non-profit leaders to exercise patience in our actions and decision making to ensure that our organizations will be there for years to come.