This week’s article is provided by Dr. Christopher Washington as part of the International Leadership Association’s interview series and was originally published on Forbes.com.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled JEDI SPACE Principles for CEOs and Board Chairs that aired on Tuesday, May 4th, 2021.

The pandemic lockdown of 2020 and 2021 presented (and continues to present) multiple sources of stress and associated symptoms in the U.S. population, leading the American Psychological Association to declare a national mental health crisis. Efforts to establish a new normal in the way we work have exposed anxieties, tensions and dividing lines in many organizations. Because nonprofits are often on the front lines in supporting the causes that matter and in adapting and responding to rapid social and technological changes, nonprofit staff are particularly vulnerable to stressful conditions.

An organization’s climate is how its members perceive “how things work around here.” However, an organization’s climate can change. This change can occur when the language, actions and intentions of board and staff members shift in response to what is stressing them. In these instances, leaders can focus on honing leadership traits like positive emotional energy, trust and stability. More enlightened CEOs and board chairs are deeply aware that their words and deeds can enable inclusive excellence, where human diversity, ingenuity and talent flourish.

Research by the Society of Human Resources Management suggests that companies that operate under these principles tap into a broader range of backgrounds and skill sets, are more likely to pursue fairness and morality, and may reduce the likelihood of staff attrition. Research conducted by McKinsey and Co. linked diversity and inclusion to organizational performance. For nonprofits, operating on principles such as justice, equity, diversity and inclusion (J.E.D.I.) should be viewed as essential for maintaining a healthy and sustainable organization.

Perhaps the analog astronaut and geoscientist Dr. Sian Proctor said it best: “J.E.D.I. space is the outer space I want to visit and the space I want to create and inhabit right here on Earth. It starts when we learn to cultivate our own individual J.E.D.I. voice as a force for positive change in order to create the collective J.E.D.I. space we envision for humanity’s future.”

Having served as the board chair for a number of nonprofit organizations over the years, I am quite familiar with the meaningful work of nonprofit organizations. With social and economic disruption likely to bedevil nonprofits for the foreseeable future, there is a need for CEOs and board chairs to develop a J.E.D.I. voice and to create a J.E.D.I. S.P.A.C.E. with just, equitable, diverse and inclusive environments, where community members engage in supportive, purposeful, accountable, collaborative and evaluative practices.

By working together, the CEO and chair can decide to dial up or dial down their shared authority to address toxic behavior and unhealthy conflicts, uplift the morale or facilitate the cohesion of individuals and groups, or foster more active engagement of board and staff members. Presented here are some suggested ways that the CEO and board chair can work together to create the S.P.A.C.E. principles that nonprofit board and staff members need in order to thrive during periods of prolonged disruption:

Supportive Practices

The CEO and board chair can support their teams by clarifying staff and director roles and emphasizing the importance of people and their contributions. For example, in clarifying roles, the board should know that it only has one employee, the CEO, and that everyone else in the organization reports to the CEO, as a way to prevent the confusion that can arise when multiple “managers” are leading staff. Additional ideas include hosting a new board member orientation, facilitating a review of a board policy manual, and periodically celebrating people and their role contributions.

Purposeful Practices

The CEO and chair can be a force for strategic clarity. To provide a sense of shared purpose, it is important for them to communicate the broader cause and J.E.D.I. principles. In addition, they can design an inclusive planning process that involves these J.E.D.I. S.P.A.C.E. principles and practices. Linking these ideas to how the organization creates value, the opportunities and threats faced by the organization, and the ways the organization will carry out its mission can lead to a deeper integration of these ideas into the culture of the organization.

Accountability Practices

Volatility and uncertainty have a way of bringing out both the best and worst in people. When incivility, dispiriting behavior and bullying emerge and are left unchecked it can create an unacceptable work climate. The CEO and chair can ensure that standards for acceptable behavior are spelled out and communicated and address behavior through feedback and other consequences. Having a code of conduct makes it easier for leaders to address inappropriate and unhealthy conduct. For some organizations, term limits for board members can prompt a board chair to pay close attention to board member performance. For extreme cases, procedures for board member removal can be spelled out in the organization’s bylaws.

Collaborative Practices

Leaders can structure interactions that connect people to the work and to each other. Cultivating a sense of connection can give the board and staff a sense of belonging and reinforce a shared purpose. Community building is especially healthy as more people are working remotely from one another. Collaborative activities can be used to share information, test understanding, foster compassion and engage in creative problem-solving. Collaborative activities can also aid in overcoming divisiveness and unhealthy cliques.

Evaluative Practices

The CEO and chair can lead efforts to assess and evaluate factors that contribute to the current climate. Both formal and informal assessment activities can enable transparency around purpose, J.E.D.I. values, S.P.A.C.E. practices and the perceived patterns of performance that exist. In formalizing this continuous improvement process, the CEO and chair can assure that the bylaws have an assessment process laid out and that a code of conduct serves as a criterion for evaluation and assessment.

Retaining and attracting the talented board and staff drawn to the work of nonprofits during more uncertain and stressful times will require more caring and compassionate leaders who are masters in developing supportive organizational climates. In working together, the CEO and chair can provide the J.E.D.I. S.P.A.C.E. principles the board and staff deserve in order to overcome the volatility and uncertainty that is likely to plague nonprofits for the foreseeable future.

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Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

About the Author

Christopher Washington is a learning ecosystem designer who serves as Executive Vice President and Provost of Franklin University

Photo by Cytonn Photography on Unsplash