419: How to Stop Employee Disengagement with Clear Goals and Purpose

Join us as we speak with Kendra VanderMeulen, CEO of the National Christian Foundation, about her transition from the corporate tech world to leading one of the largest Christian donor platforms. Discover the powerful strategies she used to elevate employee engagement, drive momentum, and cultivate a Christ-centered, healthy workplace culture.

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In this episode:

About the National Christian Foundation (NCF)

• Kendra explains NCF’s mission of stewarding resources for Christian generosity. (04:21)
• Description of a Donor-Advised Fund (DAF) and how it supports charitable giving. (04:42)
• Impact statistics: 30,000 families served and $20 billion granted to 90,000 charities. (05:26)
• Emphasis on the transformative power of biblical generosity, affecting both donors and recipients. (05:41)

Kendra’s Leadership Journey

• Transition from a successful career in wireless communications to Christian nonprofit leadership. (07:08)
• Details on the pivotal decision to leave the tech industry and wait for God’s direction. (07:49)
• Inspiration from a Generous Giving conference, leading to founding NCF’s Seattle affiliate in 2007. (08:30)
• Challenges of launching NCF Seattle during the 2008 economic downturn and the lessons learned about trusting God and focusing on quality work. (09:03)

Key Differences Between For-Profit and Nonprofit Leadership

• Mission-focused leadership: Shifting from profit-driven goals to a purpose of glorifying God through generosity. (10:04)
• Valuing people: Contrasts between the tech industry's varied treatment of employees and the intentional care at NCF. (10:22)
• Emphasis on treating people with respect and maintaining a culture that prioritizes well-being. (10:53)

Building Momentum and Positive Change at NCF

• Addressing previous issues like strategic stagnation by emphasizing decisive action. (12:03)
• Formation of an executive team with a focus on clear decision-making and strategy implementation. (12:26)
• The role of a Chief Strategy Officer in maintaining organizational clarity and progress. (12:42)
• Emphasis on transparent communication through townhalls, all-hands meetings, and dedicated corporate communications roles. (13:11)
• Investing in manager training to ensure leadership development cascades effectively throughout the organization. (13:45)

Goal-Setting and Strategic Planning

• NCF’s annual planning process starts with "dreaming" sessions, involving both senior and next-level management. (15:00)
• Goals are set and refined over several months, ensuring alignment with budget constraints. (15:18)
• The budget is driven by strategic goals rather than finances alone. (15:37)
• Each year kicks off with celebrating past achievements and casting a vision for new goals. (15:53)
• Goals are communicated clearly throughout the organization, and individual goals are aligned with the overarching vision. (16:14)
• Progress is monitored and checked regularly to ensure clarity and focus.(16:33)

Leadership Development and Investment in People

• NCF places emphasis on recruiting and retaining top performers, ensuring competitive compensation. (17:49)
• The organization values mission alignment from the recruitment stage, integrating faith and skills in the workplace. (18:07)
• In-house technical training is provided for handling complex financial transactions. (18:48)
• Annual talent assessments identify high-potential employees and succession planning needs. (19:02)
• Senior leaders conduct “stay interviews” to understand and meet the needs of critical role holders. (19:14)
• Training on soft skills like situational leadership and crucial conversations is offered. (19:27)

Leadership Competencies and Talent Assessment

• NCF has defined clear leadership competencies, such as being Christ-centered and driving organizational movement. (19:40)
• Leaders select a competency to focus on each year, and the organization provides support to develop these skills. (19:50)
• Talent assessments differ from performance reviews by focusing on high-capacity individuals and critical roles. (20:43)
• Identifying talent gaps is integrated into the budget process to plan for future growth and development needs. (21:27)

Qualities of Future Leaders

• NCF seeks mid-career leaders who are experienced, have strong ethics and communication skills, and are open to innovation. (23:44)
• Leaders are expected to balance expertise with a commitment to personal and professional growth. (24:29)
• The organization values lifelong learning and encourages continuous professional development. (24:33)

Final Reflections

• Kendra emphasizes the importance of leadership as a journey, valuing mentorship, training, and openness to feedback. (25:45)
• Feedback, described as “the breakfast of champions,” is crucial for growth, even if it’s difficult to receive. (26:08)

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