Patagonia has just released A Changemaker's Guidebook: Tools to Save Our Home Planet. Patagonia, the manufacturing folks that take quality and commitment to the environment seriously regularly publishes volumes reflective of its own values combined with helpful facts and recommendations for action pertinent to the environment/natural world.
One of the first items that will stand-out for any reader who likes the preface info is the Environmental Benefits Statement that identifies the resources saved in the printing on chlorine free paper made with 100% post-consumer waste. Funny thing though: why not just an e-book. LOTS of the consumers who can find this tome of use will likely have e-readers or other methods for on-line consumption of what's contained. But perhaps, I overestimate the readers.
Yes, A Changemaker's Guidebook is indeed a reference guide for organizers seeking to stand-up for their planet. Inspirational and practical at the same, perhaps too long but chock-full of information and instruction especially for an audience that will use the tool to take action.
As this blog and my interest is in nonprofit governance, I took an extra long look at Chapters 2, 3, and 5 what I would pose are a few of the pillars of nonprofit management and sustainability while titled successively: Clarifying the Cause, Working Together and Fundraising. Alas, I must admit to the underwhelms when considering what is offered as advice. Admittedly, perhaps I underestimate the knowledge of would-be-readers but while appreciating the effort to simplify concepts (e.g. "strategy is just a description of what you're going to do as a part of your mission to achieve your vision) I think much of the "concrete" is lost.
For instance I would pose that vision is more about how you/your constituents would like to see the world while mission declares the results you/your constituents would like/want to produce as a result of your efforts. Also, there's the process of constructing a "theory of change" which involves understanding what it is that's not satisfactory; what it is that can be done about this; and what it is that if done will change the what's not satisfactory that can do a great job in producing great mission and vision statements. I just believe there's matter missing that could significantly improve how folks think about mission, vision and strategies and that the "missing" could have led changemakers even further along their chosen paths.
In Chapter 3, Working Together, there's a lot of prescriptive advice combined with storytelling (actually, throughout the book) and pics. I like storytelling as a way to highlight lessons. But overall I found the Chapter fragmented trying to include too many topics but none in enough depth to be as constructive as I believe intended.
And there are statements by the author that sent chills up my nonprofit board development spine. For instance, under the section titled "Board Relationships" there was the statement "I called an emergency meeting and quickly delegated board members to certain key roles and relationship management positions". It was painfully clear to me that the author sees the role of staff as directing the board, helpfully I am sure, but this position loses the reality that a nonprofit is "owned" by the board, not the staff. Such ownership by staff often gets lost on board and volunteers and results in the long run of the board having less enthusiasm and commitment.
I further thought the line about leaders "Leaders who navigate staff, board, and volunteer relationships with empathy, strategic acumen and a genuine commitment to collective well-being" as essential elements to survival and thriving unclear for me as to which specific leaders we are referring to. This is a far too simplistic overview leaving more questions than answers.
And finally within Chapter 2, I'm not 100% clear or sold on the "key pillars" of effective relationships nor that effective relationships are the sum resource or engagement that leads to institutional success - essential yes, but what about core management and organizational skills, structure and processes? There's a bit of structure and content missing all summarized by a final statement that "it's critical to have a 40,000-foot view of the organization's mission and vision". I guess but who should have this and when? Again more unanswered than answered.
And finally, Chapter 5, Fundraising. I do not question whether the folks at Network for Good know and understand fundraising. Evidence would support they do! I believe that the authors have done a great job highlighting target audiences, strategies and techniques for support change-focused efforts. The concepts are direct and practical - helpful. Stories are equally helpful. I'm particularly pleased to see a strong emphases on raising funds from individuals. In today's environment, this is indeed where $ live.
I was not that enthused with the How-To re "Writing Grants That Win". The message that it's worth pursuing small amounts of money through writing proposals suggests there is this huge market opportunity is really incorrect. For some maybe but not for most and particularly given the funding environment and competition. For want of a better approach to seeking $ through writing grant proposals (we don't write grants, we receive grants while writing grant proposals) I suggest Harvey Chess' Functional and Funded.
So, has Patagonia provided the tools to save our home planet? I think it tried but maybe too hard while trying to include too many tools in a barn that didn't have enough room. Starting point? Perhaps but there are a lot more tools available in the marketplace but of course it would demand a lot more reading. Thank you and the editorial team for the effort!