Executives must re-ignite their fires

The executives of nonprofits are successful and accomplished, but they are tired. One gets disheartened at how little her work is appreciated. Another struggles with whether he has made the difference in the world he thought he would. Everyone is frustrated at the lack of resources they have to do the job well. Sound like classic cases of burnout?

Ronnie Brooks, the Director of the James P. Shannon Leadership Institute prefers to call such leaders of nonprofit organizations “hollowed out.” Her program aims to fill that hollow spot. “We’re afraid these leaders will drop dead and be carried out or they’ll drop dead and keep going to the office,” Brooks says with her typical insight and humor.

The Shannon Institute, named for co-founder James Shannon, the former Minnesota Catholic bishop, philanthropy executive and mentor to scores of Minnesotans, aims to help leaders of nonprofits and public service oriented businesses “renew, recharge and rededicate.” The Institute is aligned with Minnesota’s Amherst H. Wilder Foundation.

Jim Shannon’s wisdom is legendary among those who knew him even a little. Before he died in August, 2003 he argued that “people need a chance to get away from their work to reflect on their role and to inquire.” So, for 13 years the Shannon Institute has worked at developing the “whole person.” Brooks says, “You can’t do your best work if you don’t actually know what you uniquely bring to that work and what you want to accomplish.”

Each year the Institute puts together three groups of 20 leaders from nonprofits to figure out how to be more purposeful, effective and ethical leaders. Two thirds of the participants are from Minnesota and the rest come from all parts of the country.

Brooks says participants might explore balance by studying with a Tai Chi master or they could examine the concepts of rhythm and discipline from a Taiko drummer. Poetry is an important part of their reflection and inquiry.

One of Jim Shannon’s personal disclosures to some early participants in the program was that “in the morning I recommend myself to God and at night I examine my day to see if I was worthy of my recommendation.” The Shannon Institute instills that same love for reflection by encouraging participants to “get clear about their values and how to use those values in a clear and consistent way.”

The Institute encourages people to come to the program as people and not as director or chief or whatever other title they hold. Brooks says the program tries to help people who normally nurture everyone they encounter to learn how to take care of themselves and their own physical, mental and spiritual health.

The program concludes with each participant making a 45-minute presentation and submitting a written reflection. Those are called “renewal plans” which outline the story the participants want their future to tell and answer several questions about purpose, core values and what they want their lives to exemplify to others. Brooks sees both triumph and discovery in that work. One participant wrote a play and another one made a quilt that represented her life. She wants it draped on her casket at her death.

The Shannon Institute’s work is making a profound difference for leaders of nonprofit organizations, and the organization is working hard to find funds to ensure that their work continues and nobody is excluded from the program for lack of money.

I hope they do well in those efforts, but I also hope that some enterprising folks can figure out a way to fund a similar program for “hollowed out” executives in the for-profit sector. It’s desperately needed.

Tip for your search: It is crucial to constantly find ways to refresh. Urge your company to sponsor in-house programs that spur reflection and rejuvenation. Make time for classes or outside activities that allow you to think differently about how and why you do your job. Renewal is essential for all of us.

Resource for your search: “The Power of Purpose: Creating Meaning in Your Life and Work” by Richard J. Leider (Berrett-Koehler Publishers Inc. 1997)