The Invisible Mentor

In June 2006, I interviewed Jeanne Moffat who had worked in the non-profit sector in varying capacities for many years. For those who may be interested in working in that sector, you will glean a few insights from Jeanne.

What is it like working in the non-profit sector?

Working in the Non-Profit sector allows me to earn my salary doing what my personal values call forth from me! I can work with passionate people who care about the health and welfare of people and the environment. I can forget about the push for profit above all else, and can apply my skills and experience to advocating for and helping to solve some of society’s most pressing issues. I can feel good about making a positive contribution to the global community.

How can someone enter the sector?

Entering the non-profit sector happens through several doors–volunteering with community groups in numerous ways, joining advocacy campaigns pushing for more progressive public policies, attending public conferences and debates on matters of interest to the global community and meeting people of like concern, and working for a salary in a non-profit organization.

In order to “work for a salary”, one must go through the same hoops as required for any job placement–applications, resumes, interviews, negotiations, evaluations. Every non-profit organization is looking for highly qualified and experienced people, but most non-profits will not be able to pay the same level of salaries that would be offered for similar positions in the for-profit world. That is a reality that one must accept before applying for a position. However, the benefit packages are often good and there is a definite upside in knowing you are working to enhance the lives of people all over the world–and that is a benefit that cannot be found in every workplace!

What workplace lessons have you learned over the years working in the non-profit sector?

I have learned that committed people who want to save the world (and there is a high concentration of these people in the non-profit sector) are in a very high-risk category for burnout. “To burn out you must first have a fire in your belly” is a quote I remember from my research on burnout. It is hard for idealistic, committed people to say “no” to issues and concerns, and so more work gets taken on, and on and on it goes, building toward an impossible workload, with often little recognition or affirmation. Organizational support for breaks or sabbaticals are few and far between, and few non-profits can afford to hire “human resource managers” who might insist on more supports for staff.

Caring and experienced managers who approach management from a human resource perspective, i.e., that people are the organization’s greatest assets, are needed in the non-profit sector. Taking care of the people who are trying to take care of the world’s problems is one of the key organizational challenges for the non-profit sector.

What life lessons have your learned?

I have learned that it is possible to find solutions for even the most intractable problems–by listening, by leading with a fair and transparent approach, by being open to new ideas and ways of handling situations, and by affirming people as often as possible. That is how I would like to live and to be treated in any setting in which I find myself!

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Ambeck Edge June 2006

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