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The Path of Least Resistance

I remember it vividly. I came home to find Mom sitting at the kitchen table. In one hand was the report card she received that day in the mail and in the other hand was a note she received from my teacher. As I came closer, she turned and stared at me with her glasses perched low on her nose – just waiting for me to comment. I knew exactly what it was about: my math grades. After I tried to explain all of the things I had been doing to get better grades, she said, "If that’s all true, you should be the best mathematician I know." Of course, I followed that up with a sassy, "I am, but my teacher hasn’t recognized it yet."

I remembered that incident as I recently read the book Nudge, by Richard H. Thaler and Cass R. Sunstein. Nudge discusses the factors that are essential to helping others make decisions. One of their key observations is that humans will initially take a path of least resistance when making decisions. I recognized that as the path I sought when it came to grade school math.

Why do we do it? Because it’s less demanding. We perform simple tasks because that’s so much easier than attempting what is challenging. When given options, we first seek the shortest path even when we know it might not take us where we want to go. Nonprofit organizations are no exception to this rule.

Who takes the path of least resistance? How about nonprofit board members who ignore financial signs of trouble on the horizon, fail to involve themselves in fundraising, or sit on the laurels of an organization with a program so unique it doesn’t seem to require ongoing analysis?

How about a nonprofit CEO who shies from discussions about matters really affecting the organization, involves himself or herself only in program-related activities because he or she is uncomfortable with fundraising, or retains ineffective staff members simply because they’ve been with the organization for a long time?

Or development directors who spend time filling out proposals rather than talking with donors, focus on testing the next fundraising fad rather than picking up the phone and meeting with supporters, or put energy into writing direct mail appeals rather than visiting with existing donors.

Nonprofit work can be complex, difficult, and – let’s be honest – draining. But that’s why many of us do it.
Most nonprofit executives are underpaid for what they have to deal with; they must be so much more than strategy developers. They have to be the IT department, mail house, conference planner, human resource professional, accounting coordinator, program overseer and, often, even the janitor.

The best nonprofit executives are those who do all of that without shying away from the challenges before them. They don’t look for the latest technology simply to make life easier; they pursue it to make their organizations more effective. They hunker down, roll up their sleeves and make things happen. They understand that, when money is tight, they shouldn’t spend time writing a letter but, instead, should call individuals to bring them closer.

Why is this so important? Because the people you serve expect you to take the difficult paths to ensure the organization will be around to help them when they need it. They expect you to spend time in conference rooms analyzing how you do your work and how you can do it better. They expect that you will not ignore problems but, rather, develop solutions for the challenges ahead.

Your donors expect that you will not balk at difficult challenges regarding the financial strength and stability of the organization. They expect that you will be honest with yourself and them when things don’t go as planned. Furthermore, they expect that you will spend time in the board room discussing where the organization is going, how it is going to adapt to changing circumstances, and how you will overcome inevitable adversity.

As you begin 2010, think about your personal work for the organization you serve. Are you going to take the path of least resistance or define your destiny by tackling issues head on? I think you know the right answer. Make 2010 a success; commit to the path of most resistance. That will make you and your organization stronger.

By Achieve CEO Derrick Feldmann