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Dennis Gulley

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The Paradox of Leadership Legacy: Why Vilifying or Deifying Former Leaders Misses the Mark

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By Dennis Gulley of the Porch Coaching and Consulting

When a leader leaves an organization—especially an executive leader in a nonprofit or Christian organization—there’s often a wave of emotional reactions. Some people may villainize the leader for what they didn’t accomplish or for mistakes made along the way. Others might go to the other extreme, putting them on a pedestal, and treating their tenure as flawless.

Here’s the thing: neither response is truly fair—or productive.

Leadership is complicated. It’s full of highs and lows, wins and misses, and decisions made in less-than-perfect circumstances. When we paint a former leader as either a saint or a scapegoat, we oversimplify their work, miss the bigger picture, and often hurt the organization in the process.

For nonprofits and faith-based organizations, this issue can feel even more personal. These leaders are often expected to embody the mission and values of the organization, and their departure can stir strong feelings—positive or negative. But the reality is, no leader is perfect, and no leader is entirely at fault for everything that didn’t go right. The truth is usually somewhere in the messy middle.

If you’re a leader still with the organization, how you respond to a former leader’s legacy matters. It shapes your organizational culture, sets the tone for how leadership is perceived, and either strengthens or fractures the mission. So how can we avoid falling into the traps of vilification or deification? Here are a few practical steps to help navigate this transition thoughtfully.

1. Embrace the Complexity of Leadership

Every leader faces challenges you might not have seen from the outside—budget constraints, staffing shortages, unforeseen crises. Similarly, every leader makes decisions that propel the organization forward, even if they don’t make the headlines. It’s important to acknowledge both sides.

Tip: Instead of a black-and-white “legacy review,” take time to assess their tenure holistically. What were their biggest wins? What challenges shaped their leadership? What lessons can the organization carry forward?

2. Show Grace and Gratitude

In nonprofit and Christian leadership especially, grace isn’t just a nice idea—it’s foundational. Leaders are human. They have strengths and weaknesses, just like the rest of us. Showing grace toward a departing leader reflects the values many of us aim to live by.

Tip: Consider hosting a farewell or recognition event for the departing leader. Use it as a chance to celebrate their contributions honestly—acknowledging the highs while being real about the challenges.

3. Focus on the Mission, Not the Person

One of the biggest mistakes organizations make is conflating a leader with the mission itself. Leaders come and go, but the mission stays. When a leader leaves, it’s an opportunity to show that the organization is bigger than any one person.

Tip: Communicate clearly during transitions. Whether it’s through an internal meeting or a public statement, emphasize how the organization is moving forward and how the departing leader contributed to the mission’s progress.

4. Build a Resilient Leadership Culture

If the organization’s success feels tied to one person, transitions will always be rocky. A healthier approach is to foster a culture where leadership is shared, celebrated, and developed across the organization.

Tip: Start investing in emerging leaders now. By equipping others to lead, you create a stronger organization that isn’t overly dependent on any one individual.

5. Model Healthy Communication

What leaders say—and don’t say—about their predecessors sets the tone for how leadership is perceived. If current leaders resort to gossip or criticism, it creates a culture of distrust. On the other hand, glowing over-praise can set impossible expectations for successors.

Tip: Commit to honest, balanced communication about former leaders. Keep your focus on the future, and avoid dwelling on the past.

6. Be Transparent

When a leader leaves under challenging circumstances, it’s easy for speculation to fill the gaps. Transparency helps prevent that. While some details might need to stay confidential, a little openness can go a long way in maintaining trust.

Tip: Share what you can—why the transition is happening, what’s next for the organization, and how the mission will continue to thrive. Transparency builds confidence.

What’s the Bigger Picture?

When we choose to either vilify or deify a former leader, we lose the opportunity to truly learn from their tenure. Every leader—good, bad, or somewhere in between—leaves lessons for those who follow. And the way we talk about their legacy impacts how the next generation of leaders will step into their roles.

For nonprofit and Christian leaders, this is especially critical. Our organizations aren’t just about achieving goals; they’re about living out values. So let’s approach leadership transitions with grace, honesty, and a commitment to the mission.

If you’ve been part of a leadership transition—either as the one leaving or the one staying—what lessons have you learned? How did your organization handle the process? Let’s start a conversation in the comments.

This more balanced and human approach to leadership transitions not only honors those who came before but also sets the stage for thriving futures. Let’s get this right.

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Steering with Purpose: Balancing Governance and Mission in Non-Profit Boards

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By Dennis Gulley- The Porch Coaching and Consulting

Non-profit boards sit at the heart of organizational success, tasked with a unique challenge: to uphold robust governance while staying true to the passion and impact of their mission. Governance ensures structure, compliance, and sustainability, while the mission embodies the soul of the organization—its reason for existence. Striking a balance between these two elements is crucial. Boards that lean too heavily on policies risk losing the human connection to their cause, while those overly mission-focused may face financial instability or operational chaos. So, how can boards navigate this tension effectively?

Let’s explore the interplay between governance and mission and outline strategies to keep both in harmony.

Understanding Governance and Mission

At its core, governance refers to the policies, structures, and practices that ensure accountability, transparency, and legal compliance. It provides the foundation for decision-making and operational integrity. Strong governance helps maintain donor trust, ensures fiscal responsibility, and keeps the organization compliant with regulations.

The mission, on the other hand, is the heartbeat of a non-profit. It represents the cause, the community served, and the purpose driving the organization forward. A compelling mission energizes board members, staff, and volunteers alike, creating an emotional connection that fuels passion and creativity.

However, governance and mission can sometimes feel at odds. Overemphasis on governance may stifle innovation and alienate passionate members, while neglecting governance risks reputational damage, financial mismanagement, and lost stakeholder confidence. Recognizing this delicate balance is the first step to maintaining both the structure and the soul of your organization.

Why Balance Is Crucial

Balancing governance and mission isn’t just an operational necessity—it’s a strategic imperative for sustaining long-term impact.

1. Maintaining Stakeholder Trust

Donors, regulators, and beneficiaries expect non-profits to be accountable and transparent. Strong governance ensures these expectations are met, while a clear mission inspires trust and ongoing support. Together, they create a virtuous cycle of credibility and commitment.

2. Sustaining Long-Term Impact

Governance provides the stability and infrastructure needed for growth, while a mission-centered approach ensures the organization remains relevant and impactful. A well-balanced board can adapt to change without losing sight of its purpose.

3. Avoiding Burnout and Fatigue

Boards that overemphasize policies risk exhausting members with administrative tasks, potentially disengaging those motivated by the mission. Conversely, boards too focused on passion may create operational inefficiencies, leading to stress and burnout.

Strategies for Balancing Governance and Mission

Achieving this balance requires intentionality. Here are practical strategies to guide your board:

1. Start with a Mission-Driven Governance Framework

Incorporate the mission into your organization’s governance documents, such as bylaws, policies, and strategic plans. Ensure every decision and procedure is evaluated through the lens of the mission. For example, when drafting a financial policy, ask, How does this policy enable us to serve our mission more effectively?

2. Clarify Roles and Responsibilities

A clear distinction between governance and operations is essential. The board should focus on oversight, strategy, and accountability, while staff handle day-to-day activities. Consider appointing a “mission champion” on the board to keep discussions rooted in the organization’s purpose.

3. Foster Open Communication and Collaboration

Regular communication between board members, staff, and stakeholders creates a shared understanding of priorities. Use storytelling in meetings—such as a beneficiary’s success story—to connect members to the real-world impact of their decisions.

4. Regularly Revisit the Mission Statement

Conduct periodic reviews of the mission statement to ensure alignment with organizational goals. Annual retreats can be an excellent opportunity for reflection, ensuring governance practices and operational strategies are advancing the mission.

5. Measure Success in Governance and Mission Terms

Develop key performance indicators (KPIs) that reflect both compliance and mission outcomes. For instance, track financial audits alongside community impact metrics. Share progress reports that balance data-driven governance insights with compelling mission achievements.

6. Strengthen Board Recruitment and Development

Recruit members with diverse skills that address both governance and mission needs. A strong mix of expertise—finance, legal, programmatic, and community engagement—ensures well-rounded decision-making. Provide ongoing training in governance best practices and mission-driven leadership.

A Real-Life Example

Consider the case of a local food bank whose board struggled with balancing governance and mission. Initially, their board meetings were consumed with compliance reviews, leaving little time to discuss community outreach. Recognizing this imbalance, the board introduced storytelling sessions at the start of each meeting, featuring updates from beneficiaries. They also created a governance committee to handle compliance tasks, freeing up the full board to focus on strategic mission-related discussions. The result? Increased member engagement and a stronger alignment between operations and impact.

Conclusion

Balancing governance and mission is a dynamic process, but it’s one that defines the effectiveness of a non-profit board. Governance should be seen not as a barrier, but as a tool for advancing the mission. By embracing a mission-driven governance approach, clarifying roles, fostering communication, and measuring success in holistic terms, boards can create an environment where structure and soul coexist harmoniously.

Take a moment to evaluate your board’s current practices. Are you devoting equal attention to governance and mission? If not, consider adopting some of the strategies outlined here. By steering with purpose, your board can ensure long-term impact while staying true to the heart of your mission.

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An Exciting New Tool for My Tool Box

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Why I Have Chosen To Be Certified in the Rocket Model™ and the Team Assessment Survey

During the last 33 years, I’ve had the honor of doing some deep-dive work in leadership positions across North America, Central America, Europe, and Africa, with training, mentoring, coaching, teams, and conflict resolution. This long journey has fueled my interest in coaching teams. I really do feel that developing healthier, relatable teams is one of the most effective levers we can use to add value and productivity for all organizations.

As I deeply explored tools to enhance teamwork, I learned about The Rocket Model™ and its Team Assessment Survey (TAS) designed by Dr. Gordon Curphy and Dr. Dianne Nilsen. This simple yet effective approach to building powerful teams is grounded in more than 20 years of research conducted with over 3,000 teams.

The Rocket Model™ is simple, effective, and one of the most eye-opening tools I’ve encountered. It simplifies the complexities of team dynamics via eight elements: Context, Mission, Talent, Norms, Buy-In, Power, Morale, and Results. It is so clear that diagnosing and enhancing team performance becomes straightforward.

I was particularly taken with the flexibility of the model. For corporate teams, nonprofits, and municipal groups, it is a well-implemented resource for team environments.

A TAS is a brief, 15-minute online assessment that provides teams with important feedback on their dynamics and performance. It considers things like challenges, purpose, goals, team size and composition, decision-making, and psychological safety. The feedback report includes benchmarking comparisons with similar teams, as well as an overall Team Effectiveness Quotient (or TQ score) and actionable feedback on where the team can develop.

This concrete feedback enables teams to focus on their strengths and highlights opportunities for growth, promoting targeted improvement.

Before TAS, I was exposed to The Rocket Model™, and recognizing how transformative they can be, I knew I wanted to use these tools in my coaching practice, so I chose to get certified. From this experience, I developed the ability to accurately diagnose a team’s performance and devise actionable paths to improvement.

Now that I am equipped with this qualification, I am well-positioned to run team workshops, conduct evaluations, and provide tailored coaching for team efficiency and effectiveness.

I bring a passion for team success. I sincerely want to see teams in organizations, businesses, nonprofits, and municipalities thrive. Organizations flourish when they have healthy, connected teams. I hope to leverage these tools to help teams be challenged, trust each other, and accomplish their goals.

Connect with me if you are looking to take your team effectiveness up a notch and to build a collaborative, high-performing environment. I would love to work with you to explore how we can use The Rocket Model™ and TAS to ensure you are using your strengths and implementing improvements that best align with your organizational mission and values.

I am passionate about awakening leaders and teams to thrive and perform from the core of health and connection at The Porch Coaching & Consulting. So, let’s take this journey together towards excellence and bring a long-term positive change to your organization.

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The 10-15% Rule: Finding the Valid Concern in Every Complaint

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As leaders, we often face criticism, complaints, or negative feedback, whether it’s from employees, colleagues, or clients. It’s natural to feel defensive or dismissive when confronted with complaints, especially if they seem exaggerated, misinformed, or based on emotion rather than fact. But what if we approached these situations with a mindset that acknowledges that 10-15% of every complaint is valid?

The concept is simple: even in the most challenging or frustrating complaints, there is often a kernel of truth. If we can identify and act on that small percentage, we not only address the root cause but also dramatically improve our leadership and relationships. By focusing on the valid 10-15%, we can make meaningful changes that please the other person, strengthen our leadership, and watch the rest of the complaint fade away.

Why the 10-15% Rule Matters

1. It Builds Trust and Empathy

When someone brings a complaint to you, they’re often looking for validation. By listening and acknowledging the valid part of their concern, you build trust and demonstrate empathy. Even if 85-90% of their complaint is emotional or exaggerated, taking the time to find the valid portion signals that you care about their perspective.

This is critical for leaders. Trust is the foundation of effective leadership, and leaders who show they are willing to listen, learn, and change based on feedback are more likely to earn the respect and loyalty of their teams.

2. It Enhances Self-Awareness

A key element of emotional intelligence is self-awareness—the ability to understand how our behavior impacts others. When we focus on the valid 10-15% of a complaint, we force ourselves to reflect on our actions or decisions objectively. This helps us identify areas where we can improve, even if the overall complaint feels unfair.

Self-aware leaders are better equipped to grow and adapt. By making small, targeted improvements based on legitimate feedback, they enhance their leadership skills and become more effective over time.

3. It Encourages Constructive Change

Often, the valid part of a complaint highlights an area where a system, process, or behavior isn’t working as well as it should. By identifying this portion and taking action, you can create constructive change that benefits everyone.

For example, if an employee complains about micromanagement, even if you feel you’re not overly controlling, there might be a valid concern about how much autonomy they have in their role. By giving them a little more responsibility, you not only address their specific concern but may also increase their job satisfaction and productivity. Addressing the valid 10-15% can lead to real improvements that extend beyond the initial complaint.

How to Apply the 10-15% Rule

1. Listen Actively Without Defensiveness

The first step in applying the 10-15% rule is to listen carefully. This means resisting the urge to interrupt, defend yourself, or dismiss the complaint. Active listening involves giving the other person your full attention, asking clarifying questions, and showing empathy for their feelings.

2. Identify the Core Issue

Once you’ve listened to the complaint, take time to separate the emotion from the facts. Ask yourself: What part of this complaint is rooted in a legitimate concern? Even if the complaint is wrapped in frustration or hyperbole, there is likely a specific issue at its core that can be addressed.

For example, an employee may complain, “You never listen to our ideas!” While the word “never” is likely an exaggeration, the valid part of their concern may be that they feel unheard during team meetings. By identifying this specific issue, you can take steps to improve communication and ensure that everyone has a voice.

3. Acknowledge and Validate the Concern

After identifying the valid 10-15%, acknowledge it. Let the other person know you hear them and that you recognize the legitimacy of their concern. This validation can go a long way in diffusing tension and making the person feel respected.

You might say something like, “I understand that you feel I haven’t been giving enough attention to your ideas in meetings. I can see how that would be frustrating, and I’ll work on ensuring everyone gets a chance to contribute.”

4. Take Action

The most important part of this process is following through. Identifying the valid portion of a complaint is only helpful if you use that insight to make a positive change. This doesn’t mean you have to overhaul everything based on one piece of feedback, but it does mean making small, meaningful adjustments.

In the previous example, this might involve creating more opportunities for team members to share their thoughts or actively soliciting input from quieter members of the group. By making these changes, you demonstrate that you’re responsive and committed to improvement.

5. Watch the 85-90% Disappear

Once the valid concern has been addressed, something remarkable often happens: the remaining 85-90% of the complaint vanishes. When people feel heard and see action being taken, their frustrations dissipate. Often, the emotional weight of the complaint was tied to feeling ignored or powerless. By addressing the root cause, you remove the fuel behind the rest of the complaint.

The Impact on Leadership

Leaders who consistently apply the 10-15% rule create a culture of openness, accountability, and growth. By seeking out the truth in every complaint and using it to drive positive change, they not only resolve issues but also foster an environment where feedback is valued, and continuous improvement is the norm.

The next time you face a complaint, instead of dismissing it or getting defensive, take a moment to reflect on what part of it might be valid. By finding and addressing that 10-15%, you’ll strengthen your leadership, improve relationships, and create lasting, positive change.