Honoring Passion and Process Alike

Dueling forces seem to be at work in the nonprofit and philanthropic world. Sometimes, passion reigns supreme. We give our highest praise to dreamers and free thinkers. Their creativity, conviction and courage inspire and excite us. At other times, we seem to be ruled by organizational policies and procedures. We love the passion, but we know that without systems and processes in place, even the noblest aims are scarcely more than fantasies. Structure and accountability protect us from the trap of spinning our wheels with limited impact. Indeed, these two forces―passion on the one hand and process on the other―frequently find themselves in conflict in even the best run organizations.

Finding balance between sound organizational procedures and creative disruption is hard. In fact, it is one of the hardest balancing acts for nonprofit professionals and lay leaders alike. When do we stay true to structure, even when there are strong impulses (and good reasons) to make exceptions in support of the greater good? And when should we be flexible, allowing a suspension of procedures in order to capitalize on extraordinary circumstances, exciting ideas or unique opportunities? 

Lay leaders, executive directors and project managers must all tend to this delicate balance.  Some people tilt naturally toward a “follow the procedure” mentality and others are more “follow your heart” people. Our responsibility, as leaders, managers and policymakers is to embrace the tension between these two personality types. This is especially difficult if our own personal style puts us at one extreme or the other of this dichotomy. 

So how can we assess whether or not we are striking the best balance as leaders―a balance that maximizes creativity and practicality?  Making time for intentional, pointed reflection is a tool I have found particularly effective in holding myself accountable to my organization’s mission, my work, my team and my professional growth. Consider asking yourself, as I do regularly:

• Where do I fall on the passion-process spectrum? 

• How do I typically manage the tug-of-war between extremes? 

• What factors seem to sway me in one direction or another? 

• What changes to my personal leadership or management style might help my teammates and my organization become more nimble or impactful?

I have been blessed to spend much of my career working with and for incredible visionaries, helping to bring their dreams into operational reality. One thing that has helped me in this work is my willingness to spend some time considering the merits of both extremes. Sometimes I find myself egging inspirational people on, pushing them to dream of bigger and bigger castles in the sky. And sometimes I play the “guardian of professionalism” role, insisting that we stick to processes that have reliably delivered success in the past. 

I do best on this journey when I do not go it alone. Soliciting diverse perspectives from colleagues has been vital to helping me find a natural balance that honors operational integrity and creativity alike. 

The tension between passion and process can be a struggle for leaders. In fact, it can be downright frustrating, stressful or even derailing.  But when we acknowledge it, embrace it and work through it, magical things can happen. Organizations can reach new levels of impact and success. Big dreams can, and sometimes―with a proper and pragmatic balance between process and passion―really do come true.