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Trees offer leadership lessons for non-profit organisations

On a recent morning jog, I noticed a fallen papaya tree by the side of a road with unripe fruits, its weak roots exposed. It looked to be a victim of a thunderstorm.

Sequoia trees are big, strong and long lasting and the secret lies is in their roots, which are not only strong and deep, but intertwined with the roots of other trees, setting the foundation for sustainable growth.

Sequoia trees are big, strong and long lasting and the secret lies is in their roots, which are not only strong and deep, but intertwined with the roots of other trees, setting the foundation for sustainable growth.

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On a recent morning jog, I noticed a fallen papaya tree by the side of a road with unripe fruits, its weak roots exposed. It looked to be a victim of a thunderstorm.

Being in a reflective mood, the scene prompted me to have an epiphany about leadership, particularly in non-profit organisations.

I have worked with these organisations as a volunteer and also facilitated some courses for leaders in charity and non-profit institutions.

Amid the Covid-19 pandemic, some of these outfits have been hit hard as donations plunge during the pandemic, just as the papaya tree fell in the rain.

It’s clear that in a crisis, organisations with shallow root systems will collapse, leaving behind unfinished projects with potential, just like the unripe fruits on the papaya tree.

BUILD STRONG FOUNDATION

How do we ensure a sound foundation in an organisation? Having visionary leadership is crucial.

Such leaders will focus on the values and purpose — the foundation or soul of the organisation — and translate them into strategies to serve the people and drive social transformation.

Playeum, an independent charity that develops life skills in children, was hard hit because of Covid-19. It saw a drastic drop in donation, the closure of its centre and cessation of activities due to safe management measures.

How did its executive director Charlotte Goh react?

Since children could not go to its centre, she got her staff members and volunteers to partner schools and charities to introduce its play curriculum. 

They also imparted skills by conducting workshops for the parents and teachers — staying true to the organisation’s vision of giving voice to children through play and the arts. 

If leaders focus on short-term tactical deliverables like the low-hanging fruits of a tree, the organisation will collapse under its own weight as it ages.

The papaya tree is weak not only because of its shallow roots, but also due to its top-heavy structure and thin trunk.

Organisations that are top heavy with cumbersome corporate processes risk an early demise.

TOIL THE GROUND

How do leaders ensure a strong foundation and yet marry imagination with reality to grow the organisation’s shared vision?

There is no easy way out, and leaders must get their hands dirty by working the ground, walking the talk and growing the organisation to be like the giant sequoia trees of California.

From my personal experience, talking to internal and external stakeholders of non-profit bodies at every level is important to understand their work and to share with them the organisation’s vision and mission. 

For instance, I cherish each engagement moment to listen to volunteers' achievements and woes; and take the chance to make them feel that their services are impactful and purposeful — for themselves, the organisation, other stakeholders and community at large. 

Such affirmation is one way of preventing volunteer fatigue.

Many have given positive feedback about such engagement sessions, which make them look forward to contributing their best and help build loyalty — thus, further strengthening the organisation.  

Walking the talk is important too. I preach “care” in my leadership and one of the ways I show it is to make it a point to be present in moments of distress. 

On New Year’s eve, I visited two of my staff — one who had suffered a stroke and was still in hospital, and another with end-stage cancer — to encourage them and assure them that the organisation stood alongside them. 

My spending time with them and their families made them feel that their contributions to the organisation were not forgotten. 

COLLABORATE ACROSS THE ECOSYSTEM

Compare the papaya and sequoia. The latter can grow to an average height of 50-85m and trunk diameter of 6-8m. The oldest sequoia trees are over 3,000 years old.

Papaya trees are comparatively small, growing to 5-10m tall, with hollow trunks. They may live for about 25 years but their productivity declines after just three years.

How do sequoias grow so big, strong and long lasting? 

The secret is in their roots, which are not only strong and deep, but intertwined with the roots of other trees, setting the foundation for sustainable growth of these gigantic trees.

The intertwined root networks symbolise the depth and width of collaboration across different stakeholders — employees, government sectors, intermediaries, volunteers, donors, beneficiaries, caregivers — that non-profit organisations need to strive and sustain.

How so?

Take for example the distribution of free food to senior citizens living in rental flats. There have been reports of recipients getting multiple packets of food that goes to waste daily. 

Some of the processed food is not suitable for the elderly who cannot chew, or suffer from diabetes and hypertension.

Consider then the Sustenance for Families: Fresh Food Distribution programme, where a few community partners come together to distribute fresh nutritious meals to their beneficiaries.

By collaborating, they optimise manpower and provide better quality services.

Australian zoologist and environmentalist Tim Flannery discovered that trees are social beings which communicate. 

For instance, they nourish one another, and they release chemicals into the air to signal that a threat is at hand.

Like trees that share food and communicate for growth and sustenance, non-profit organisation leaders should look to foster collaboration with like-minded partners for mutual benefit.

When I was facilitating the Singapore University of Social Sciences’ Certificate in High Performing Charities course, comprising leaders from various charity organisations, I witnessed the rich discussions and networking that happened not only in class but also after lessons. 

Each participant shared generously the achievements and challenges they are going through to explore possibilities of emerging stronger by partnering each other.

There are synergies in fundraising, administrative work, training, and cross support of volunteers.

We should encourage leaders to share best practices and draw on the strengths of one another to grow. 

INSPECT INTERNAL AND EXTERNAL HEALTH

Covid-19 has brought to the forefront the importance of enterprise risk management, just like tendering to a tree’s internal health and exterminating external pests. 

There are a few valuable lessons from the pandemic that leaders could think about including: What types of capabilities to build for the new norm; what innovative ways can be used to do things more effectively and to build organisational resilience; and what different approaches can be used to pivot the organisation to make an impact on society.

TASTE THE FRUITS

Last but not least, leaders must assess the outputs, outcomes and impact of programmes, similar to tasting the sweetness of the fruits. 

Experienced planters would use the seeds of good trees to grow more trees. 

Likewise, leaders can consider upscaling programmes that bear good fruits and cutting losses for unfruitful ones.

As poet William Wordsworth wisely said: “Let nature be your teacher”. 

I learnt a lot from the fallen papaya tree. 

It has provided me with so much to reflect on for leading non-profit organisations — lessons which could be applicable to other sectors as well. 

 

ABOUT THE AUTHOR: 

Sng Hock Lin is pursuing a PhD in gerontology at the Singapore University of Social Sciences. He completed his master's degree in gerontology at SUSS, where he received the Alice Lim Memorial Fund gold award for topping his cohort.  His research interests include active ageing, organisational transformation and leadership.

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tree non-profit organisation Covid-19 leadership

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