Erik Gustafson, Executive Director of the Education for Peace in Iraq Center (EPIC), summarized the challenges facing the organization and its needs for strategic planning and improved productivity. Headquartered in Washington, DC, EPIC promotes a free and secure Iraq by connecting and supporting organizations and individuals taking humanitarian action for peace. “It was the classic dilemma that many nonprofits find themselves in: dealing with a crisis far greater than any organization has the capacity alone to fundamentally change, and needing to find how to best devote its limited resources to create what change might be possible, while also finding ways to grow its base of support. For EPIC, that crisis was the war in Iraq.”
Challenges
Rapid growth
Ambitious scope
Low accountability
Founded in 1998 to reform US/UN sanctions policies and to reduce civilian suffering in Iraq, EPIC’s mission rapidly expanded in 2003 to address a flood of humanitarian concerns and human rights violations stemming from the war in Iraq. During that time, the organization experienced rapid growth: staff and budget more than tripled, and email subscribers grew from 5,000 to nearly 50,000.
Erik explained, “Our growth allowed us to expand the scope of our activities. Unfortunately, the increased funding did not last. Two years later, we saw a precipitous drop in donations at a time when our mission was all the more urgent.”
Increased demands on the organization were weighing heavily on Erik in his role as Executive Director: “The excessive scope of work affected my ability to lead and manage the organization. I chronically set unrealistic deadlines, created overly ambitious work plans, and felt ‘behind schedule’ which dragged at my esteem.”
These challenges radiated back into the organization, and he noted, “This affected key work relationships as I became less available to staff and board members. It undermined lines of accountability and diminished the willingness of staff and board members to make or stick to commitments. As a result, the organization had become less effective and efficient.”
EPIC sought clarity, focus, and resource optimization around its mission. Erik summarized his personal priorities, “My primary goal was to become a more efficient and effective manager and director. I wanted to conquer the demons that sometimes made it difficult to be happy in my work and affected my relationships with staff, board members, and others.”
Services
Leadership Training
Organizational Development
Leadership Coaching
Suzanne contacted EPIC during the summer of 2005 to see if they were interested in having her volunteer her services for a month. An assessment of EPIC operations by Suzanne Kryder, Inc., identified needs in several areas: mission scope; strategic planning; board participation and accountability; project management; having difficult conversations; fundraising; and motivation.
Erik and Suzanne collaborated on the development and execution of leadership training, organizational development strategies, and coaching. Suzanne’s work with EPIC included facilitated board and staff conversations, and individual coaching.
Regarding facilitated sessions to identify vision, mission, and goals, Erik said, “Suzanne mentored and guided us through a strategic planning process. The outcome was a plan that helped focus EPIC on areas where we could add the most value and make the most difference. It energized and focused me, EPIC’s staff, and the board of directors. The strategic plan included three mission goals for our work in Iraq and three organizational goals for EPIC’s growth and development.”
EPIC faced challenges around avoidance of tough internal conversations. Erik noted, “Suzanne’s not afraid to challenge her clients to do better and have difficult conversations about mistakes. She doesn’t shy away from hard truths and difficult topics.”
The engagement included coaching sessions with Erik to help him identify, prioritize, and implement key action steps. He added, “To strengthen my role as EPIC’s founding director, Suzanne acted as a leadership coach. She helps leaders return to the fundamentals: why do you do the work? She reminded me that I love the work I do, and she helped me re-tap into that passion as a source of positive energy. She is an excellent motivational and skills coach for managers, leaders, and project directors.”
Commenting on Suzanne’s skills and expertise, Erik said, “Suzanne was a wonderful presence in team meetings. She was genuinely excited about our projects, and it was infectious. She is quick to master the mission and goals of an organization, to hold leaders and team members to their commitments, and to create positive work flow. She helps project teams and organizations realize greater levels of potential.”
Results
Increased mission and goal clarity
Increased board participation and productivity
Increased staff focus and motivation
Erik reported on positive board developments: “Suzanne advised me on how to increase board participation. She also met with the board chair to offer advice on increasing its productivity and support for EPIC’s strategic plan. She helped both of us develop a plan for activating and growing the Board of Directors. In a year, the board doubled in size and became more active and supportive of the organization’s activities.”
Staff benefited from the engagement, too, as Erik noted, “Suzanne was quick to identify commitments and reinforce systems of accountability. She also helped the team stay focused on objectives and remain realistic, yet ambitious. One of the areas where EPIC needed help was with fundraising. The young staff lacked confidence in cultivating donor relations, and I lacked time. Suzanne found a way to leverage the strengths of the staff and work with my limited schedule to meet our fundraising goals.”
Erik concluded, “Suzanne exceeded my expectations. EPIC has worked with many consultants, but none that got the results in such a short time as Suzanne.”
