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Monthly Archives

June 2021

Hundreds of Hoosiers participate in free wellness program designed to combat stress, trauma, PTSD and burnout

By Feature

Eskenazi Health and Center for Mind Body Medicine training provides attendees with tools for healing in the midst of pandemic

by Shari Finnell, editor/writer, Not for Profit News

As experts seek to gain a better understanding of the long-term impact of COVID-19 on mental health, about 1,500 Hoosiers have recently enrolled in evidence-based training to proactively equip themselves with self-care tools, including meditation, guided imagery and biofeedback under Eskenazi Health’s Hoosier Heartland Healing Collaborative.

The free statewide initiative, which is sponsored by Eskenazi Health, in partnership with the Center for Mind Body Medicine, comes at a time when people are increasingly acknowledging the need for managing stress and trauma, said Megan Hider, Mind-Body Program supervisor at Eskenazi Health.

“I do think the conversation has really changed, in a good way, about how we think about stress, and our emotional health, spiritual health and how we physically function,” Hider said. “Wellness and mindfulness have become more mainstream throughout society. We’ve all been dealing with trauma and secondary trauma. We need to chip away at the stigma of trauma, whether it’s everyday trauma or a natural disaster, or whatever we experience.”

As part of the program, which was partially funded by the Herbert Simon Family Foundation, individuals participate in small groups of 8 to 10 people led by a facilitator who has gone through a two-part training program. The participants are asked to commit to a series of 2-hour weekly sessions during an 8-week period. As part of the training, participants learn numerous self-care skills that have been scientifically proven to lower levels of stress, improve mood, enhance resiliency and optimism, and help prevent chronic health conditions.

Hider said that the free training, which is open to any Indiana resident, can better equip first responders and other employees who are in a position of helping others. By learning the self-care techniques themselves, they can manage the stressors in their own lives so that they can better focus on helping others in challenging situations. “With everything we’ve been going through in the past year, it came at a perfect time,” she said.

The benefits of the training were quickly evident, said Christy Gauss, MSW, LSW, owner of SCP Consultants and a former school mental health facilitator for the Indiana School Mental Health Initiative. Gauss, who underwent intensive training to become a licensed group facilitator under the Mind Body program, said it was a powerful experience.

“I didn’t know what to expect when I went into it,” Gauss recalled. “You learn the science and skills of self-care in an environment where you have peer-to-peer support. It’s all about you and what it means in your own life before you start learning how to teach everyone else.”

Gauss said that type of firsthand learning is essential for those who support others, including first-responders, teachers and nonprofit employees. The potential for burnout can be significant for these groups, she added.

“You have to learn how stress is impacting you first,” she said. “You need to put on your own oxygen first, which we can be very bad at.”

Hider said the training can be very empowering for the attendees, who are able to devote an uninterrupted span of time to focus on themselves during each session. “It gives you space to become self-aware of your feelings, emotions and body sensations,” she said. “You’re able to learn about the physiology of the body and what happens when you’re stressed and when you’re calm.

“You are given the ability to heal yourself in a unique way that doesn’t happen in other spaces,” Hider added. “If we want to show up to places of service and places of community, we must be advocates for ourselves.”

For more information about the Eskenazi Health Hoosier Heartland Healing Collaborative or to sign up for a session, visit the program’s site here.

3 hot topics in treasury management right now

By Sponsor Insight

by John Haggarty, vice president; Gail Bradley, vice president; and Dave Voris, region manager, treasury management, Horizons Bank

As part of our interactions with nonprofit clients, we consistently hear about topics related to interest rates, credit card acceptance, scams and fraud. Here are a few tips to help you address challenges in these areas.

Interest rates
Many nonprofit organizations, especially in the wake of the pandemic, struggle to have enough funds to fulfill their mission — notwithstanding that the current interest rate environment has drastically reduced the earnings that can become available from their reservoirs of cash.

We’ve heard nothing to indicate that short-term investment rates will be increasing in the near future. Several issues are keeping interest rates down. First and foremost, interest rates were drastically reduced in March of 2020 in an attempt to support the U.S. economy, during a period we know now as the beginning of the pandemic. And, in the latest jobs creation report from March, employment numbers are improving but not at a rate for the Federal Reserve to begin raising rates despite concerns about some inflation.

There also is an extreme amount of cash built up within the banking system, brought about by corporations that have conserved cash as a strategy to work through the uncertainties caused by the pandemic. This cash build-up also is caused by less than normal spending among consumers who have been housebound during the past 15 months.

A combination of the above, along with recently introduced assistance from the federal government, the overall banking system is so flush with deposits that higher interest rates do not need to be paid to attract additional deposits. Since we expect this condition to last for at least 12 to 18 months, we recommend that nonprofit organizations not lock funds into long-term certificates of deposit simply to achieve some additionally higher rates. They should also consider asking about the option of tiered money market rates instead of traditional certificates of deposit. Learn more about these options here.

Credit card acceptance
To help with donation cash flow, nonprofit organizations should allow donors to submit funds directly with online payment portals. An online payment portal is a convenient solution that increases revenue, generates material operating efficiencies, expedites transactions, improves customer service and convenience, and powerfully enhances any enterprise payments platform.

How does it work? A unique web address is provided and linked to a secure landing page. This portal can support both consumer and business-to-business payments.

These donations can be established as one-time donations or as an ongoing monthly or quarterly donation. That functionality can assist with various donations becoming an annuity instead of a one-time event. Learn more about the features of an online payment portal here.

Protecting against fraud
Another major concern among nonprofit organizations is the risk of fraud. There are several ways to help your business or nonprofit stay safe from scams and fraud.

For example, Horizon’s Positive Pay enables clients to easily detect counterfeit and fraudulent and unauthorized items on a daily basis through online banking. The checks are compared to the issued check file that is uploaded to the secure portal. Any mismatched items will be flagged for the user to review for payment. Protection against check fraud as well as unauthorized ACH transactions can avoid much expense and interruptions to an organization’s operations.

Our Reverse Positive Pay also allows users to review all incoming and paid checks for potential fraud scenarios, making an organization’s checking transaction management process less prone to faulty checks and their attached business losses.

Another precaution we take at Horizon is Detect Safe Browsing. This software provides real-time security so clients don’t become victims of online fraud.

To learn more about how you can defend your nonprofit organization against fraud, visit our site.

John Haggarty, vice president, Gail Bradley, vice president, and Dave Voris, region manager, treasury management, represent many years of experience in understanding the unique needs of nonprofit organizations. They focus on wrapping specially designed depository products, treasury management, and funds management together to help each nonprofit organization manage their cash flows in the most economical way.

Developing a successful hybrid-work model

By Sponsor Insight

By Cody Lents, Partner and Change Manager at COVI, Inc.

Empower employees with choice
As vaccinations trend up and restrictions trend down, a significant number of workers are set to return to the office in coming months. Your extroverted employees are undoubtedly excited. However, their introverted counterparts may not share the same enthusiasm. So, how can you maximize morale and culture to enable the best performance out of both groups?: A thoughtfully-designed hybrid Work-from-Home (WFH) model that prioritizes both the needs of your organization’s employees and processes.

Lay the groundwork for success
The first critical step in transitioning into a hybrid WFH model is developing and communicating processes that level the playing field for both in-house and remote workers. Set clear expectations about your organization’s internal communications, cyber insurance, bring-your-own-device (BYOD) policy, etc., to ensure that remote workers don’t feel left behind compared to their in-person colleagues.

While remote work can be an opportunity to cut “traditional” office costs, leverage it as an opportunity to invest in your workforce. Consider using what your organization saves on overhead to provide your employees with a stipend to make working remotely more comfortable. This allows employees to outfit themselves at home with equipment like an ergonomic chair, an extra monitor, noise-canceling headphones, etc.

At the office, consider re-developing your organization’s layout to better accommodate a hybrid approach: dedicated “open-space” plans for those in and out of the office, private offices for focused work, and spaces specifically designed to encourage collaboration/socialization both face-to-face and virtually.

Invest in your infrastructure
The next critical step in transitioning your organization to a hybrid approach is ensuring your infrastructure is capable of handling the needs of employees working in different spaces. Now may be the time to upgrade your organization’s software to the enterprise level so that you can take advantage of security, communication and collaboration features.

Migrating your organization’s servers to the cloud is another way to streamline efficiency for your remote workforce. This makes it easier for your employees to collaborate and share files via a centralized location in which they can upload/save their work to.

Don’t compromise on security
With employees using a mixture of personal and company devices, it’s imperative that your organization communicates a clear security policy to ensure the safety of your data. The following three steps are a great start to a more secure digital infrastructure:

  • Determining what endpoint protection your remote workers need will aid in virus prevention. Windows Defender is a great antivirus software included in Windows 10, however, it does not meet the compliancy and security minimums of today’s security landscape.
  • Implementing two-factor authentication [2FA] is a secure way to ensure that only admins and users are allowed into accounts that would otherwise be vulnerable to cyber attacks.
  • Utilizing a virtual environment that allows devices to connect to a secure server or service, as opposed to a user’s internet connection, allows your organization to keep information encrypted, private, and safe.

Questions?
Now is the perfect time for a comprehensive technology assessment to prepare for the new-normal in our evolved workspaces. If you want to discuss what an assessment entails or if you need assistance implementing a hybrid-work approach for your organization, reach out to COVI at cody@gocovi.com for help. COVI is an Information Technology (IT) agency specializing in productivity, security, support and strategy services, located in Indianapolis, Indiana.

Public Support Test: 33.3% Is the Magic Number and Here’s Why

By Sponsor Insight

by Jamie Koglin, senior tax accountant, Alerding CPA Group

Whether your public charity is in the early years of formation or has operated for decades, there is one particular mathematical calculation that should always remain at the forefront of your decision making — the public support test. It is a small but mighty calculation that is vital to maintaining status as a public charity. On the Form 990, Schedule A is used to provide detail about sources of support, types of support and, ultimately, to calculate the public support percentage.

According to the IRS, there are two methods in which a non-profit may qualify as a publicly supported charity:

  1. Under IRC Section 509(a)(1): The organization is primarily supported by contributions from governmental units, publicly supported organizations, and/or the general public.
  2. Under IRC Section 509(a)(2): The organization receives no more than one-third of its support from gross investment income and more than one-third of its support from contributions, membership fees, and gross receipts from activities related to its exempt function.

An organization’s reason for public charity status determines which of the tests apply to calculate the public support percentage. For sake of simplicity, this article focuses on the testing under IRC Section 509(a)(1).

The 509(a)(1) Public Support Test

Organizations claiming public charity status under this section must receive at least 33.3% of its support from the public, or from governmental units over a 5-year period — the current year plus the prior four years. At a high level, public support/total support = public support %. Sounds simple right? Wrong. There are several factors used to determine this calculation, therefore, we will break it down further.

The numerator

The public support portion, or the numerator, consists of four important line items. The first three lines include gifts, grants, contributions, membership fees, tax revenues levied and the value of services or facilities furnished by a governmental unit to the organization at no charge. Unusual grants are not to be included. All of these sources of revenue are considered “good money” and help the public support test. The fourth line item is the portion of support classified as excess contributions. Excess contributions are considered “bad money” in that they hurt the public support calculation.

Excess contributions are amounts from a single donor, during a 5-year period, that exceed 2% of the total support of the organization over that same 5-year period. The amounts in excess of 2% are subtracted from the public support total. Thus, large amounts from a single donor, are considered “bad money” and have a negative impact on the support test.

Unusual grants, which are excluded from the calculation entirely, are generally substantial and material contributions from disinterested persons. They are also unusual and unexpected in amount, and large enough to jeopardize the public support calculation. There are many factors that help determine whether a grant is considered unusual, the most common is whether the organization would typically meet the public support test without this grant occurring. The ability to classify a large contribution “unusual” would ultimately be favorable for the public support calculation.

The denominator

The denominator of the calculation includes total contributions and grants, gross income from investments, income from unrelated business activities, other income, and gross receipts from related activities. If the numerator/denominator is greater than 33.3%, the organization passes the public support test. It is also important to note that in the first five years, the organization receives a grace period. The percentage is not calculated until year 6, therefore new organizations have some flexibility in their operations during the first few years.

Most organizations will pass the test consistently without issue. For those receiving a low percentage of support from the public, “tipping” becomes a concern. “Tipping” occurs when a substantial grant or contribution causes the percentage of public support to drop below 33.3%. If this occurs two years in a row, the organization will revert to private foundation status. “Tipping” into private foundation status not only has a negative impact on the organization but also on its donors. Private foundations are subject to more restrictions on its functions and their donors are subject to a lower deductibility of donations. In addition to that, the process to reclaim its public charity status will require a consecutive 60-month period of meeting the public charity test.

There are ways to prevent “tipping,” including seeking diverse sources of funding, ensuring that activities are classified correctly on Schedule A, and paying close attention to amounts that should be classified as unusual. Also, working with donors to ensure that contributions are received in appropriate installments or amounts is important as the impact it can have on the public support test can be unfavorable.

The public support test is critical. It is important to help these organizations understand this test and the impact it can have on maintaining their public status. These organizations are doing a great deal for our communities, and our country as a whole. We want them to do well and maintain their publicly supported status so that they can continue to carry on their mission and support the societies in which we live.

Oftentimes, the organization may not realize the impact on the public support calculation until the end of the year, which could result in an organization unexpectedly losing their public charity status or taxes being imposed. Because of this, it is important to monitor this calculation throughout the year to avoid any disruption when time to file the 990. The stakes are high, so it is important to keep good records and pay close attention. Need help? The trusted advisors at Alerding CPA Group can help navigate through the calculation.

As a senior tax accountant for Alerding CPA Group, Jamie Koglin prepares tax returns for individuals, corporations, partnerships, trusts, non-profits, property tax assessments and various states. Her responsibilities include managing client contact, research and recommendations, preparing extensions, strategic tax planning and quarterly payment consulting and interpreting tax laws and updates.

Pandemic reveals the challenges in eliminating inequities among Hoosier students

By Feature

Local nonprofit leaders predict a complex journey in addressing underlying issues

by Shari Finnell, editor/writer, Not for Profit News

Like many other nonprofit organizations, the team at Christel House Indianapolis had to quickly assess how to carry out its mission in spite of COVID-19 restrictions in early 2020 — an endeavor that revealed many of the challenges facing the students they serve.

“When the pandemic hit last March, our board members and our entire team came together and realized that the pandemic was not just going to last for a couple of weeks,” said Dr. Sarah Weimer, executive director of Christel House Indianapolis.

It was a critical undertaking as they considered the potential for educational setbacks among Christel House students living in some of the most under-resourced communities in Indianapolis. The closing of school buildings for 2,300 K-12 students and 750 adult learners would require addressing any challenges in their home environments.

Technology was identified as a priority, and the team implemented a plan to distribute devices to each of their students at their Indianapolis schools. However, that plan only addressed part of the equation. “They had the device but couldn’t access the Internet to download their assignments,” Weimer said. “We discovered that over 50 percent of our students in Indianapolis did not have access to WiFi.”

Although telecommunications companies offered discounted and free internet service for students in low-income households during the pandemic, more challenges came their way. “Providers were having deals for families to get free internet, but they had barriers,” Weimer said. “If you owed a bill, you couldn’t get free access. If you didn’t have a social security number, you couldn’t get access.” Through a partnership with the Indianapolis Mayor’s Office and a fundraising initiative, Christel House was able to purchase data packages totaling $10,000 a month to support their students. 

In looking back, Weimer said the pandemic further revealed the inequities that already existed based on demographics and neighborhoods. “The inequity question is one that we’re going to be grappling with for years to come,” Weimer said. “We don’t have a good grasp of how impoverished communities and communities of color were impacted by the pandemic. We know statistically but we don’t have an understanding of the toll, including the emotional and mental toll.

“There’s going to be a lot to unpack for the kids,” she added. “Besides academic and learning loss, the students we serve come from backgrounds where they need additional mental health services, food insecurity and childhood trauma, all of which were exacerbated by the pandemic,”

Dennis E. Bland, president of the Center for Leadership Development, an organization that equips African American youth with education, business and community leadership opportunities, including scholarships, said that the pandemic highlighted varying mindsets about the value of an education — a gap that must be addressed to ensure that equity is achieved.

Bland said there often is a perception that everyone understands the opportunities that are open to an individual who is committed to advancing their education. However, he said, that lack of understanding can be at the root of some inequities.

Students, especially those growing up in households where the importance of an education is stressed, will more likely take advantage of tutoring, counseling, summer classes, college prep and other programs that are available to them. “Students who were committed to taking advantage of those resources were the students who did the best,” he said. “It’s not necessarily the lack of resources, it’s a lack of understanding about the value of an education.”

Bland said the conversation must start there — educating students and their family about the value of an education. “It is the duty of caring people in our community to encourage students to study and to take advantage of these resources — not whether or not you feel like it. This is about whether or not you want to be successful. Success often means doing the opposite of what you feel.”

“We need to give more people an education on education,” Bland added. “We struggle as a society because we go along as if we think that people innately value education and learning.”

The challenges in understanding the impact of the pandemic on students is multi-faceted, Weimer agreed. “It’s not just about academic preparedness,” she said. We must address the social and emotional issues that have been confounded during the pandemic year. We will be focusing on those issues during the upcoming year.”

Christel House has had a history of addressing those complexities as part of the support it provides students. “We follow our students for five years after they graduate,” Weimer explained. “Poverty isn’t alleviated just because they graduated. The hurdles they have to overcome don’t magically disappear after they get a diploma.”

The organization tailors a support plan for each student, depending upon their specific needs. As they navigate college or other educational and career paths, each high school graduate stays in contact with college and career administrators who are aware of the potential barriers to their success.

“They (students) can proactively reach out if they need gas cards if they lose a job. If they have a job interview, we can help them secure interview clothes,” Weimer said. “We may have students in college who will sign up for classes and realize their books are not covered by financial aid. We’ll pay for their books.”

Navigating the complexities of college, like understanding what a Bursar’s Office is, can be difficult for first-generation high school graduates or first-generation college-goers, especially since they can’t go to their families for direction, Weimer added. “Some things are foreign for a large portion of our families,” she said.

While these challenges were already familiar to Christel House, the pandemic shed more light on some of the hurdles facing students who are in households where English is a second language. 

Many families with children learning at home are able to easily stand in and help them adjust and assist with questions related to their studies, Weimer noted. However, about 50 percent of the Christel House Indianapolis students live in households where the adults don’t speak English or who don’t engage with computers on a day-to-day basis.

“When they’re trying to help their child navigate assignments or instructions, there’s a language barrier,” Weimer said. “We need to do a better job of paying attention to low-income households, communities of color, immigrants so that we can do a better job of outreach, equitable practices and equitable access.”

Build resiliency into your nonprofit strategic planning

By Sponsor Insight, Uncategorized

by Angela E. White, CRFE, Johnson Grossnickle and Associates

Life is full of opportunities and challenges, and we certainly faced our share in 2020. However, not everything we’ve gone through in the last year is negative. There are some lessons learned we may want to keep — opportunities to capitalize on in the future. It is important to learn from each challenge so you can prepare, mitigate, and more easily turn the next challenge into an opportunity. That’s called resiliency. It sounds easy — but let’s be honest, it isn’t.

Resiliency is the ability to recover from a setback, adapt to new challenges, and keep going in the face of adversity. In a nonprofit, as a staff or volunteer leader, one of the best tools to foster resiliency no matter what is thrown at your organization — internally or externally— is a strategic plan, which:

  • Provides a road map to lead your organization from where you are now to where you would like to be in the future;
  • Sets priorities and focuses your organization’s resources; and
  • Establishes measurable goals and a template to evaluate progress and adapt to a changing environment.

During a recent JGA webinar, I shared six tips to help you create a resilient organization by building resiliency into your strategic planning:

  1. Prepare for the unexpected. Include learning sessions at the beginning of your strategic planning process to provide the knowledge you need to make your organization more resilient.
    a. Acknowledge internal and external threats,
    b. Consider different scenarios and plans,
    c. Stay informed about trends, and
    d. Identify lessons learned.
  2. Concentrate on the customer experience: For nonprofits to be resilient, it is important to think about who your core “customers” are and who your potential “customers” might be as you think about implementing your mission and opportunities for growth.
    a. Provide excellent customer service,
    b. Help your customers (constituents, donors, etc.) make their lives easier,
    c. And anticipate their needs.
  3. Find a niche: Finding your niche doesn’t mean staying stagnant — or just doing what you’ve always done. This is where your mission statement is key. Let it serve as your anchor in this process.
    a. Establish what is unique about your organization and bolster your special traits,
    b. Strengthen and create partnerships, and
    c. Continue to strengthen financial sustainability.
  4. Invest in good tech: Put technology in place to implement a business continuity plan to make your organization resilient and to best position yourself to implement your strategic plan.
    a. Put the right technology in place,
    b. Ensure technology helps you, and
    c. Don’t spend time doing tasks that take you away from your constituents.
  5. Cultivate a productive work culture: The values section of your strategic plan is key to strengthening your work culture and helping you build resiliency. Keep those values central to your future planning and invest in your people as they are the ones who are going to make your strategic plan a reality.
    a. Build a resilient culture through open communications and trusting relationships,
    b. Prioritize learning opportunities, and
    c. Foster team building.
  6. Give back to the community: In your strategic plan, make certain you have embedded opportunities for staff and volunteers to touch and feel your mission, so they understand their role in giving back to the community and supporting the important work you do.
    a. Provide opportunities for staff and volunteers to engage with the mission,
    b. Serve the community, and
    c. Be transparent to foster trust in your organization by stakeholders and the public.

You can learn more about weaving resiliency into your organization’s plans by listening to the complete Nonprofit Resiliency and Strategic Planning webinar recording. If you’d like to discuss undertaking a strategic planning process, creating a short-term plan tailored to your changing environment, or gathering strategic intelligence to inform decision making, we’ve put together a list of special fast-track packages to help you in 2021.

Angela E. White, CFRE, serves as Senior Consultant and CEO of Johnson, Grossnickle and Associates. She previously served as Executive Director for Institutional Advancement at the University of Indianapolis and Vice President of Institutional Advancement at Saint Mary-of-the-Woods College. Angela is a faculty member at The Fundraising School at the IU Lilly Family School of Philanthropy, presents on behalf of the Women’s Philanthropy Institute, and serves on the Committee on Directorship for CFRE International.

Is it time to let go? Then do it

By Sponsor Insight

by Jan Breiner Frazier, managing member, Planning Plus, LLC

Beginnings are exciting, stimulating, and often exhilarating. Endings are functional, inevitable, and sad.

No words are truer than these when thinking about retirement and succession planning. As a 30-plus year consultant, I have advised a number of CEOs, including owners and founders, to begin thinking about succession planning — not only for them but for their key leadership staff and longevity of their organization. In fact, this is a critical discussion topic that generally emanates from strategic planning. And, on more than one occasion, this advice proved valuable to the company when the key leader unexpectedly was out of the picture.

For the past few years, there has been a sea change occurring in the non-profit community as founders, and long-term CEOs and executive directors are thinking about, planning for, or have already followed through on retirement. Many of those who rose to the occasion of providing “human” services in such areas of healthcare, housing, food insecurity, mental health, domestic violence, etc. to those needing a helping hand were children of the 60’s who wanted to make the world a better place. Many of them did. But, as with all human endeavors, it becomes time to take a rest and turn it over to the next generation.

This article, however, is not about the need for succession planning. Rather, this writing is geared to those who are handing over the reins — and it is much harder than it sounds. I can attest to that.

During my consulting tenure, I have gathered a body of knowledge used to guide, lead and often direct organizations towards success. For the last few years, I have been transferring much of that knowledge to my partners so they can continue the organization into the future, or as long as they want (it helps that they love what we do). As a professional, I know that what I do, I do very well. But as a founder, I know that I need to be open to new ideas of what we do, how we do it, and for whom. At some point, I have to let go to allow my protégés the freedom to experience their own successes, challenges and, yes, sometimes failures. That is the only way to grow.

If I have done my job well, they will be fine. Just as parents must trust they have created a solid foundation for their children to succeed, so it is with business leaders. Yet the human condition is such that it is often difficult to manage such a transition.

As I look at a five-year plan, these are the steps I recommend (and am trying to follow):

  1. Provide opportunities for professional development in other areas than your primary business. Ensure the next generation is well versed not only in your industry, but in higher level thinking and strategizing opportunities. My two partners have enrolled in multiple programs to increase their skill sets (and obtain several certifications) as well as find new ways of looking at things.
  2. Avoid being the “final” say on proposals and project methodologies. Make sure others know the critical pieces but allow for their own language, tone, and approach to working with clients.
  3. Become more of a mentor than a boss. Rather than explaining how they should proceed, ask the critical questions about why they have chosen a particular path.
  4. Identify (and stick to) the role you will play over the next year, two years, etc. It is exceedingly difficult for staff when you float in and out of the business — one day hands off, the next day micro-managing.
  5. Remain open to their ideas of operations, approach, and implementation, while at the same time ensure they are up to speed on all financial and legal requirements of the organization.

To some, this article may seem like “of course” simple concepts, and you may already be going down this path. But for those of you thinking about winding down over the next few years — and those of you who are ready to take up the mantle — it would be an interesting conversation to have to determine how well you are managing an impending transition.

What does staff need from you? How can you provide guidance instead of management? And, most importantly, what legacy do you want to leave?