Commentary: Listen First, Then Lead

Source: Giving Forum Fall 2011 10/19/2011

By Jim Hoolihan

I have been involved with Blandin Foundation and philanthropy for 19 years, serving first (in 1992) on the board of trustees, as board chair for four years, and now wrapping up seven years as CEO. This has given me the opportunity to be at the table on the governance side and on the management and operations side. It has also provided an opportunity to observe changes in our and others’ practice of philanthropy.

As I have been going through files, reading memos, plans and articles, I am struck by the common themes on topics of leadership, strategy and evaluation. Certainly, it is important that we are thoroughly briefed on these topics. But I admit to being a bit overwhelmed when I take the 60,000-foot view of the energy, resources and time devoted to our collective understanding of these critical themes.

”Who” Matters Most

My experience tells me that Jim Collins (author of “Great by Choice,” “Good to Great” and other books) is right. It is first about the “who.” What matters most are the people who are working and leading. When those are right, the rest falls into place.

“How” We Listen

I also think the Benedictines have it absolutely right. This organization has thrived for more than 1,500 years by emphasizing the rule of hospitality. This doesn’t mean setting out an extra towel, but rather creating a genuine and authentic culture of welcoming and listening, so all can contribute fully to the community.

That’s the “how.” Listening in the Benedictine tradition is a verb. Blandin Foundation has made the biggest difference in people’s lives when we have first created an atmosphere that allows others to share their concerns and ideas, and we get to hear from them. It allows us to do better work and to make a greater difference.

What About the “What”?

So, what about the “what”? Leadership, strategy and evaluation are important, but first we must have passionate, competent people at the table – with their criticisms, wild and not-so-wild ideas – to listen individually and collectively. And from that, create internal leadership capacity, strategic and work plans, and assessment metrics around which to organize our work.

This was the approach we used in our early childhood work. Today, Blandin Foundation invests $2 million a year in early childhood efforts in our home communities – our largest annual grant. We have made these grants for seven years, but we have been about this work for 14 years.

Listening Sessions

We started with community listening sessions. From these – which involved hundreds of people and several sessions – we realized the critical need to understand and begin to meet, as a community, the pressing education and development needs of our youngest residents. Blandin Foundation could then contribute our talents and resources to the efforts of others, and, with many partners, we began to organize around a strategy to change early childhood education in our home communities.

We know from data analyzed by Wilder Research that early childhood efforts are making a real difference in closing – yes, closing – the gap between young children from different economic backgrounds and opportunities. With great partners, we’re making a difference.

Money, by Itself, is Useless

At Blandin Foundation, we are fond of saying, “All of Mr. Blandin’s money piled dollar-bill by dollar-bill in downtown Grand Rapids accomplishes nothing, until it meets the passion, vision and hard work of others.” I truly believe that. Mr. Blandin’s money, by itself, is useless.

When community members get engaged and bring us ideas about early childhood, libraries, hospitals or ways to improve student success, we can make a difference by supporting their efforts with resources that help bring their hard work to fruition. But, it’s not the money that makes the difference. Rather, it is the work and ideas of others that make the difference, throughout the years, in community after community.

Culture Eats Strategy

Our mantra at Blandin Foundation is, “Culture eats strategy for breakfast every day.” This is true, and I believe culture eats strategy for lunch and dinner too. The tone of an organization is more important than stated goals or strategic focus areas. If the culture is truly one of service to others and community, then that happens. If the culture is one of arrogance and a sense that the answers are within the four walls of the organization, then regardless of plans to benefit others, it won’t happen effectively.

The little things that establish culture are as, or more, important than the big things. The ethos of servant leadership, starting at the top, is critical to an organization’s ability to make a difference. And, it starts at home. How does staff treat each other? How does management treat staff? What is the quality of board and staff interaction? Keeping the break rooms clean for each other is critical to the healthy culture of our – and your – organization.

Relationships and Persistence

The “blocking and tackling” of philanthropy is absolutely relationships and persistence. In my experience, nothing happens when we “go it alone” or when we “do it” with a short horizon. Establishing trust, candor and working relationships that weather disappointments, budget challenges, goal confusion and changing players takes time and forgiveness.

I heard once that anything worthwhile takes seven years. I also believe the areas in which Blandin Foundation has made verifiable progress are those in which we have committed for the long haul. We have provided scholarships for more than 40 years, leadership training for 25 years, and early childhood funding for seven.

Yep, it’s a flat and tumultuous world out there, with quickly changing needs, challenges and opportunities. We must all remain nimble, relevant and adaptable. Some days it’s more fun to scan the horizon and design future strategies, but I think Blandin Foundation’s and philanthropy’s greatest progress is made when we remain constant and committed funders and partners for long periods of time.

Leadership Transitions

This field attracts very bright, passionate and capable people truly committed to changing their portion of the world for the better. It is also a field in which it is easy to grow comfortable and to lose our edge.

I think organizations, grantees and communities are all best served with serious board and management attention to leadership tenures that allow for honest, frequent discussion and appropriate action regarding how leadership positions can best be filled, supported and rotated. This is difficult, but healthy, to do. Done well, it has significant benefits for the organization and for the entire field.

Gratitude to All

I express my gratitude to each and every one of you who welcomed me to this field and provided support and advice through the years. I have considered my turn at Blandin Foundation, serving with you, as my awesome privilege, and I thank you very much. I look forward to our paths crossing.

Jim Hoolihan was president and CEO of the Blandin Foundation from 2004 until October 2011. A native of Grand Rapids, he was Grand Rapids’ three-term mayor from 1990-1995, foundation board member from 1992-2003, and foundation chair from 1996-1999. In 2002 he was named Citizen of the Year by the Grand Rapids Herald Review.