“Company” vs. “Organization”: What’s Not Said is as Important as What is Said
United States of America (Press Release) April 9, 2008 --
Even the most prepared job candidate inadvertently may say the wrong thing during a job interview. But the risk is even greater for for-profit executives interested in transitioning to the nonprofit sector because there are distinct differences in the language used in the two sectors, according to Bridgestar, a nonprofit initiative of the Bridgespan Group dedicated to attracting, connecting, and supporting executive leaders for the sector.
Interviewers at nonprofit organizations may be especially sensitive to these differences – a perfectly acceptable term in corporate America may elicit a negative reaction at many nonprofits.
The April issue of “Leadership Matters,” published by Bridgestar, addresses this topic. The featured article, “Lost in Translation: Common Language Pitfalls for Bridgers” is based on discussions with 11 senior executives at nonprofit organizations, some of whom themselves were bridgers – executives who move from for-profit to nonprofit.
“Knowing the right language to use during interviews is a critical part of your research and shows that you understand and respect the sector and the organization,” said David Simms, managing partner, Bridgestar. “The differences between the for-profit and nonprofit sectors make this particularly challenging for bridgers – and if they use certain for-profit terminology, they can give interviewers the mistaken impression they are not ready to transition to the nonprofit sector. As one interviewee noted, ‘There’s a whole lot of new language bridgers need to learn, in addition to unlearning old ways of communicating.’ With some forethought, job candidates can be prepared.”
The senior nonprofit executives shared the following insights:
• Avoid referring to the organization as “the company” or similar words such as “corporation.”
• Don’t use business jargon, such as “ROI” (return on investment), “EBITDA” (earnings before interest, tax, depreciation, amortization), “CAGR” (compounded annual growth rate), or “net profits.” Instead of “income statement” or “profit and loss statement,” say “statement of activities.”
• Be familiar with nonprofit buzzwords, including, “outputs,” “outcomes,” “major donors,” and “development.”
• Don’t assume that those in the nonprofit sector don’t know business terms – that can be just as bad (and totally condescending) as using jargon blindly without stopping to see if it’s registering with anyone.
• Research the organization’s website and print materials to see what words they use. Some words that started out in the business world have been embraced by the nonprofit sector, including, “metrics,” “strategic plans,” and “performance measurements” – while others, such as fixed costs and breakeven refer to the same thing in both sectors.
• Set the right tone and don’t convey inaccurate judgments about nonprofit organizations, such as suggesting that nonprofits are not as savvy or sophisticated as businesses or the “real world,” or that nonprofits are in some way second-class.
• Be aware of cultural sensitivities. Words such as “inner-city,” “disadvantaged youth,” and “ghetto” can be viewed as negative. Sometimes this differs from organization to organization, and what might be considered offensive in one organization is considered acceptable in another.
• Research and present how you can make a difference in the organization. According to Pat Brandes, senior advisor, The Barr Foundation, “Stronger candidates spend more time learning what the organization needs, listening for needed skills they may have, and translating them to fit the situation.”
The nonprofit executives also discussed behaviors that should be avoided. They advised bridgers not to enter a nonprofit organization with the idea of impressing people with their credentials or trying to change things right away. Instead, they suggested focusing on listening and learning. The idea of “making your mark” is misguided because it focuses on individual achievement rather than collaboration and teamwork, which is important in nonprofit organizations.
In her remarks Carol Tienken, chief operating officer, Boston Food Bank, said, “When I left Polaroid to join the Boston Food Bank as chief operating officer I wanted to be taught. My first request on coming on board – before I knew about the Food Bank’s orientation program – was to have a month of complete immersion in the organization. I knew I had to get pretty deep into the organization during the first month before getting caught up in any specific tasks. I wanted to learn and get to know the staff. I rode on the delivery trucks, worked in the warehouse, reviewed all the procedures, etc. I did practically everything that people on the operations side do. Actually I think people were expecting me to come in and upset the apple cart right away. Instead, I did a lot of watching and participating. That really helped build trust.”
Each month, Bridgestar’s newsletter, “Leadership Matters,” focuses on a nonprofit leadership recruiting- or career-related theme. Available to Bridgestar members (or, for a complimentary subscription, please email subscribe@bridgestar.org), “Leadership Matters” is part of a robust portfolio of offerings that includes a job board listing more than 200 executive positions across a range of service areas including the environment, human services, elder services, human rights, and youth services. Bridgestar has assisted many organizations in finding new leaders through its recruiting services, which include executive recruiting and related advisory activities.
The current issue of “Leadership Matters” is available at: https://www.bridgestar.org/resources/newsletters/2008/april2008.aspx.
About Bridgestar
Bridgestar (www.bridgestar.org), an initiative of the Bridgespan Group, is a nonprofit organization providing recruiting services, a free senior leadership job board, content, and tools designed to help organizations build strong leadership teams and individuals pursue career paths as nonprofit leaders. Bridgestar’s goal is to attract, connect, and support senior talent, leading to greater organizational effectiveness and social impact.
Interviewers at nonprofit organizations may be especially sensitive to these differences – a perfectly acceptable term in corporate America may elicit a negative reaction at many nonprofits.
The April issue of “Leadership Matters,” published by Bridgestar, addresses this topic. The featured article, “Lost in Translation: Common Language Pitfalls for Bridgers” is based on discussions with 11 senior executives at nonprofit organizations, some of whom themselves were bridgers – executives who move from for-profit to nonprofit.
“Knowing the right language to use during interviews is a critical part of your research and shows that you understand and respect the sector and the organization,” said David Simms, managing partner, Bridgestar. “The differences between the for-profit and nonprofit sectors make this particularly challenging for bridgers – and if they use certain for-profit terminology, they can give interviewers the mistaken impression they are not ready to transition to the nonprofit sector. As one interviewee noted, ‘There’s a whole lot of new language bridgers need to learn, in addition to unlearning old ways of communicating.’ With some forethought, job candidates can be prepared.”
The senior nonprofit executives shared the following insights:
• Avoid referring to the organization as “the company” or similar words such as “corporation.”
• Don’t use business jargon, such as “ROI” (return on investment), “EBITDA” (earnings before interest, tax, depreciation, amortization), “CAGR” (compounded annual growth rate), or “net profits.” Instead of “income statement” or “profit and loss statement,” say “statement of activities.”
• Be familiar with nonprofit buzzwords, including, “outputs,” “outcomes,” “major donors,” and “development.”
• Don’t assume that those in the nonprofit sector don’t know business terms – that can be just as bad (and totally condescending) as using jargon blindly without stopping to see if it’s registering with anyone.
• Research the organization’s website and print materials to see what words they use. Some words that started out in the business world have been embraced by the nonprofit sector, including, “metrics,” “strategic plans,” and “performance measurements” – while others, such as fixed costs and breakeven refer to the same thing in both sectors.
• Set the right tone and don’t convey inaccurate judgments about nonprofit organizations, such as suggesting that nonprofits are not as savvy or sophisticated as businesses or the “real world,” or that nonprofits are in some way second-class.
• Be aware of cultural sensitivities. Words such as “inner-city,” “disadvantaged youth,” and “ghetto” can be viewed as negative. Sometimes this differs from organization to organization, and what might be considered offensive in one organization is considered acceptable in another.
• Research and present how you can make a difference in the organization. According to Pat Brandes, senior advisor, The Barr Foundation, “Stronger candidates spend more time learning what the organization needs, listening for needed skills they may have, and translating them to fit the situation.”
The nonprofit executives also discussed behaviors that should be avoided. They advised bridgers not to enter a nonprofit organization with the idea of impressing people with their credentials or trying to change things right away. Instead, they suggested focusing on listening and learning. The idea of “making your mark” is misguided because it focuses on individual achievement rather than collaboration and teamwork, which is important in nonprofit organizations.
In her remarks Carol Tienken, chief operating officer, Boston Food Bank, said, “When I left Polaroid to join the Boston Food Bank as chief operating officer I wanted to be taught. My first request on coming on board – before I knew about the Food Bank’s orientation program – was to have a month of complete immersion in the organization. I knew I had to get pretty deep into the organization during the first month before getting caught up in any specific tasks. I wanted to learn and get to know the staff. I rode on the delivery trucks, worked in the warehouse, reviewed all the procedures, etc. I did practically everything that people on the operations side do. Actually I think people were expecting me to come in and upset the apple cart right away. Instead, I did a lot of watching and participating. That really helped build trust.”
Each month, Bridgestar’s newsletter, “Leadership Matters,” focuses on a nonprofit leadership recruiting- or career-related theme. Available to Bridgestar members (or, for a complimentary subscription, please email subscribe@bridgestar.org), “Leadership Matters” is part of a robust portfolio of offerings that includes a job board listing more than 200 executive positions across a range of service areas including the environment, human services, elder services, human rights, and youth services. Bridgestar has assisted many organizations in finding new leaders through its recruiting services, which include executive recruiting and related advisory activities.
The current issue of “Leadership Matters” is available at: https://www.bridgestar.org/resources/newsletters/2008/april2008.aspx.
About Bridgestar
Bridgestar (www.bridgestar.org), an initiative of the Bridgespan Group, is a nonprofit organization providing recruiting services, a free senior leadership job board, content, and tools designed to help organizations build strong leadership teams and individuals pursue career paths as nonprofit leaders. Bridgestar’s goal is to attract, connect, and support senior talent, leading to greater organizational effectiveness and social impact.
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