Aligning Purpose, People and Progress
PARCEL DESIGN
Can doing good work against you?
Sounds counter-intuitive, doesn’t it? People have a positive impression of what you do, and somehow this works against you?
This odd phenomenon is actually really common in the not-for-profit world.
Behavioural Economists call this the “halo and horns” bias at play. It’s when you attribute positive qualities (halo) or negative qualities (horns) to a person – or, in this case, a type of organization – based on your impression of them in a single area. It’s a form of mental shortcut that we humans tend to take.
With not-for-profits, the impression is that they aren’t motivated by money. It says so right in the classification – they’re not focused on profitability. And from there, people tend to “halo”, and attribute positive qualities like altruism, sacrifice, and generosity.
Which is a pretty wonderful thing. Until it’s not.
The Disappointment Conundrum
Being held to higher purpose is inspiring. And motivational. And sometimes sets you up to fall short of those standards. As the saying goes, the higher you are, the farther you have to fall with both internal and external audiences.
Staff members of not-for-profit organizations we’ve spoken with consider “strong belief in cause” as an important aspect of their role and why they join an organization. They speak to how important it is to work on issues that matter. They see this as an acceptable trade-off for salaries that tend to skew lower than in other industries.
In fact, what we’ve come to appreciate is that many not-for-profit employees believe in their organizations to such an extent that they see it as an extension of self. You hear it in how work is described: it tends to be “we” and “us” and “our” versus the more removed “the company” or “they” or “it”.
Which is why not-for-profit employers take it deeply personally when they perceive that “their” organization is out of alignment somehow. Significantly more so than employees who feel less connected to the company they work for and what it stands for.
This misalignment often comes down to these 4 “Ps”:
Purpose
Mission is too broadly focused; hasn’t articulated a clear problem to solve; “success” hasn’t been defined clearly.
People
Perceived lack of diversity, equity or inclusion (DEI); perceived lack of fairness in hiring, appointments, or promotions.
Politics
Perceived conflicts of interest; staying silent/taking a controversial or not-popular stance on an issue.
Practicalities
Perception of fractured focus; that time from the “real work”/higher purpose is taken away by financial/operational activities.
This can be seen – to a lesser extent, but still important to note – with external stakeholders as well. Current and potential donors, especially, can find themselves extremely attached to a not-for-profit that aligns with their beliefs and priorities. And can, therefore, also feel a heightened sense of having been let down or disillusionment if “their” organization isn’t living up to the standards they hold it to.
Navigating This Conundrum
The most successful not-for-profits are able to address both operational and ideological disconnects by making a point of aligning purpose with people.
There’s the internal heavy lifting of arriving at that purpose. And then there’s the socializing of it: communicating – both internally and externally – the business they really are in; what challenge they want to address through their work; specific and time-bound goals; and what it will take practically – financially and operationally – to realize these goals.
While every not-for-profit organization will have its own best path forward that takes into account its unique culture, challenges and opportunities, we’ve outlined below some foundational ways to build a strategy that aligns purpose with your people to drive your performance as an organization.
1
Agile Strategic Planning
For decades, traditional strategic planning emphasized predictability. Organizations would carve out three to five years of detailed goals, hoping the environment would cooperate.
But with the pace of societal change - pandemics, technological shifts, economic instability, and social upheaval - this approach is no longer viable. A five-year plan can’t keep up with five-month disruptions.
Agile strategic planning, borrowed from the tech world, focuses on short-term, iterative cycles that allow for constant feedback, adjustments, and recalibration. Transitioning to an agile planning model might feel daunting, but it doesn’t require abandoning all structure. Instead of focusing 5 years out, think of it as a dynamic framework of 6–12-month cycles to allow for quick adjustments.
The framework should include opportunities for:
Feedback Loops
Regularly engage stakeholders - staff, beneficiaries, and funders - for insights on what’s working. One-on-one interviews and focus groups are ideal for gaining this kind of feedback and keeping stakeholders engaged
Leveraging Data
Use tools like dashboards or key performance indicators (KPIs) to monitor progress and respond swiftly to trends.
Building a Culture of Adaptation
More frequent strategic planning encourages your team to see change as an opportunity rather than a disruption.
Normalizing Planning
Planned planning” bakes strategy review in as a key part of operations, versus an add-on that takes away from the team’s central focus.
Balancing Agility and Mission
Keep your vision and values steady, while building in flexibly to shift tactics.
2
Inclusivity and Inspiration
Embedding Equity, Diversity, Inclusion, and Belonging (EDIB) into strategic planning brings a host of benefits that extend beyond compliance or optics.
At its roots, EDIB comes down to being human centric, so incorporating these principles is a natural extension of the strategic planning process to ensure your organization is reflecting unique viewpoints as well as fostering creativity and innovation.
EDIB commitment is critical at any organization, but is especially so within the not-for-profit world, as under-represented populations often make up a significant part of your target audience.
Some ways to think EDIB assessment and entrenchment:
Align EDIB with your values
Ensure EDIB is articulated as a behaviour code to set the tone organization wide. This will make EDIB a cultural performance evaluation that is recognized and rewarded.
Conduct a Voice-of-Stakeholder assessment
Use the strategic facilitation process as an opportunity to assess policies, practices, culture, and metrics to identify gaps and opportunities. Use one-on-one interviews and focus groups to understand stakeholder experiences and representation.
Internally involve employees at all levels in co-creating EDIB initiatives
Externally, collaborate with customers, suppliers, and community partners to ensure broader inclusivity.
Tie EDIB goals to your strategic priorities
Link EDIB goals to organizational priorities like innovation, market expansion, or employee engagement and ensure EDIB considerations are embedded in all departments and functions (not just HR).
Celebrate success and share lessons
Publicly celebrate EDIB milestones and share stories of impact. Use successes and setbacks as learning opportunities to continually refine your strategies.
3
Reframe Your Values as Behaviour Codes
Reframing brand values as behaviour codes that can link back to Key Purpose Indicators offers non-profits some key advantages:
Actionable guidance
Behaviour codes provide clear, actionable guidelines for employees on how to embody the brand's values in their day-to-day work. This helps translate abstract values into concrete actions.
Consistency across touchpoints
By codifying expected behaviours, companies can ensure a more consistent expression of brand values across all touchpoints and interactions.
Measurable impact and alignment
Developing and measuring Key Purpose Indicators allow the team to assess effectiveness in areas that could include how extent to which marketing and communication and your physical and digital brand experiences are, and/or how well employees and the organization as a whole are living up to stated valued.
Improved decision-making
Behaviour codes give employees a framework for making decisions aligned with the brand's core values, especially in challenging situations.
Enhanced employee engagement
When values are expressed as behaviours, employees can more easily understand and connect with them, leading to higher engagement and motivation.
Stronger culture
By clearly defining desired behaviours, companies can more effectively shape and reinforce their organizational culture.
Differentiation
Well-articulated behaviour codes can help differentiate a brand by showcasing its unique approach and personality through employee actions.
By reframing values as specific behaviours, companies can bridge the gap between aspirational brand ideals and practical, everyday actions, ultimately creating a more authentic and impactful brand experience for both employees and clients.
4
Defining Your Call to Values
Many of us know how to craft a compelling call to action - but defining a call to values can be a powerful tool for aligning your purpose with your people.
Because a call to action focuses on an immediate behaviour, it’s inherently transactional. On the other hand, a call to values is intended to resonate with an audience’s beliefs, principles, and emotions, fostering a sense of shared purpose and belonging. This is especially powerful for brand loyalty or cultural transformation.
A call to values focuses on universal ideals that can unite diverse groups, even if they have different immediate needs or goals. It prompts individuals or organizations to reflect on their beliefs and whether their actions align with those values, driving personal and collective transformation.
Here’s how to construct a compelling call to values:
Acknowledge pain points
Research what matters most to your audience—social justice, sustainability, innovation, community, etc. Understand their pain points or the tensions between their values and current realities.
Craft an Emotional Narrative
Use real-life examples, testimonials, or metaphors to illustrate the importance of the values. Tap into feelings like pride, empathy, or hope, making the values resonate on a personal level.
Use Inclusive Language
Speak plainly and clearly, making the values accessible to everyone. Use inclusive terms like “we,” “our,” and “together” to create a sense of belonging.
Show the Why/Illustrate Consequences
Explain how adopting these values positively impacts individuals, communities, or the world. Contrast the benefits of embracing the values with the risks of ignoring them.
Empower Action Through Values
Position the values as the foundation for behaviour, decision-making, or mindset shifts.
Walk the Talk
Repeat the values in all communications, from speeches to campaigns to policies. Ensure your actions, leadership, or brand reflect the values consistently to build credibility.
Example Framework
for a Call to Values
“In a world where inequality persists and voices go unheard…”
Pain Point
“We believe in the power of equity to unlock human potential.”
Define the
Value
“Together, we can create a future where everyone has the opportunity to thrive.”
Emotional
Appeal
“By standing for equity, we can build stronger communities and leave a lasting legacy of justice.”
Impact
“Join us in making this vision a reality—because our actions today shape the world of tomorrow.”
Invitation
5
Strategy as Story
Linking your strategy to your annual reporting can provide unique opportunities for story telling and content generation.
Strategic storytelling helps explain the "why" behind strategic decisions, links current goals to the organization's history and purpose and makes sense of the business's strategic direction.
Storytelling makes strategy more accessible and engaging. By framing strategic plans as narratives, leaders can convey complex information in a relatable way, create emotional connections with stakeholders and foster commitment. Employees can better understand how their actions contribute to overall goals.
Some brands are adopting a "never-ending story" approach, where the strategic narrative runs parallel to real life, updating continuously. This trend aligns with the increasing demand for real-time, always-on content.
By leveraging storytelling in strategy development and communication, organizations can create more compelling, memorable, and effective strategic plans that resonate with stakeholders and drive successful implementation.
At Parcel, we’ve witnessed transformational examples of engagement between not-for-profits and the people who interact with them.
We’re proud to empower organizations advancing social good—from not-for-profits to post-secondary institutions, associations, and purpose-driven entrepreneurs. To learn more, let’s schedule a call.