Implementing Proactive Business Charity

Faithful on the Clock

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In this episode...

Implementing Proactive Business Charity

https://faithfulontheclock.captivate.fm/episode/implementing-proactive-business-charity

Want to step up your charity game as an individual or organization? Episode 85 of Faithful on the Clock explains why the key is to take a proactive rather than reactionary approach.

Timestamps:

[00:04] - Intro

[00:39] - When we think of charity, we usually take the traditional corporate approach, which is simply to look for and fill a large gap.

[01:20] - People should continue to try to help those in dire need.

[02:16] - A recent article about an automotive shop providing assistance to those in need is a good example of proactive charity.

[03:08] - The biggest issue with charitable giving is that it is reactionary rather than proactive, in part because we have heard the same script about what giving looks like or includes for so long. Many companies enter into this trap by looking only at the same charities year after year.

[04:24] - The concepts of personal autonomy, grit, and capitalism all can interfere with being proactive. We tend to think that if someone needs help, they didn’t try hard enough, and so we wait until things are more dire to help.

[05:27] - There is a large number of people in the United States who are in precarious situations and just need a little bit of help to prevent a massive snowball into disaster.

[06:25] - Healthcare is another example where reactionary assistance is common.

[07:09] - People must be constantly on the lookout for signs of initial trouble, because people don’t always want or know how to ask for help. We must be like the watchful good Samaritan, always watching for hints that someone is in trouble, even when they cannot cry out.

[08:22] - Rewinding the tapes allows individuals and organizations to identify the initial common denominators that cause trouble for people. Once those common denominators are identified, we can create teams to target the problem effectively.

[08:54] - Leaders who want to engage in charity should be on the lookout for good talent so they can delegate and fill the logistical needs that are present. They also need to be aware that, if they approach charity well, they will eliminate the need. This requires a mindset shift, because most leaders think in business terms, in which continued need means continued demand and, therefore, profit. They can think like serial entrepreneurs to tackle more than one social issue.

[10:34] - Rewinding the tapes might mean that you have to work harder to connect the dots for people and help them see how your activities align with the core values of your organization.

Key takeaways:

• For many people, charity defaults to activities like volunteering or giving change. The focus usually is on people who have the biggest need — i.e., the people who are in the biggest trouble.
• Recognizing severe need is a good thing. Keep giving to people in desperate circumstances.
• An article about an automotive shop doing work for reduced rates or free offers an example of how to be proactive and address “snowball” points people might encounter.
• The main issue with contemporary charity is that it tends to be reactionary rather than proactive.
• The concepts of personal autonomy, grit, and capitalism all can interfere with our ability to be properly proactive in charity. People often cannot bootstrap or help themselves and already are doing the best they can, but we tend to believe they should try harder or have dropped the ball if they need help.
• Instead of asking “How bad is it?”, we should ask, “What do you need to make sure it doesn’t get work?”
• People do not always reach out when they need help, and sometimes they are too disoriented or in danger to do so. As a result, we have an obligation to read between the lines and look out for signs of trouble.
• To be proactive, rewind the tapes and get to the root of why people got into trouble. Find the common denominators that lead to big issues. Then create a team that can tackle that issue well, using delegation to make everything work smoothly. Do this well and the need people have will gradually disappear — this is different than in traditional business, which sees continued need as desirable for its connection to continued patronage and purchase. As needs become resolved, think like a serial entrepreneur and pick new ones to tackle.
• Charitable giving should be aligned with your core values. Rewinding the tapes properly might mean you have to work harder to make sure others understand why you are targeting the activity you are targeting.

• Out of Reach - National Low Income Housing Coalition
• Bankrate's Annual Emergency Fund Report | Bankrate
• More than 60% of Americans are living paycheck to paycheck. Here's what researchers say is to blame. - CBS News
• Schools v. prisons: Education's the way to cut prison population (op-ed by Deborah Stipek) | Stanford Graduate School of Education
• Wanda Thibodeaux on LinkedIn: Automotive Shop Helps People in Need

CTAs:

• Evaluate the charitable needs of your community.
• Research what is causing the needs you see in your community to identify how you might more proactively combat the issue.

What’s coming up next:

Most leaders have a completely different perception of what is happening in their companies or what workers need than their teams do. Episode 86 of Faithful on the Clock offers some ways that people at all levels can get everyone on the same page.

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