Charity Entrepreneurship recently organized an online chat about early-stage hiring for new nonprofit start-ups. Our discussion ranged from initial reflections on whether or not to hire, all the way through to best practices for management and remote working. For every aspect of early-stage hiring, here are the top tips from our entrepreneur attendees.
The fundraising pitch went well, and thirty days later, you shout in excitement as a six-figure number pops up on your e-banking app. But don’t get too pumped. Now begins the quest of spending your resources diligently. Here are a few key guidelines to consider:
Not yet another article about remote work…! At Charity Entrepreneurship, many team members are eager to go back to our London office when the current situation allows. We miss the funny conversations between tasks, the shared lunches, and the common game nights. At the same time, we have found that remote work is feasible and a necessity for many charity entrepreneurs.
New Incentives, for example, has operated as a remote organization for years, both internationally with founders spread out over different countries, and in Nigeria with no offices. While not all organizations might go as far, several 2019 incubatees have also moved to remote operations to some degree, for instance, Fish Welfare Initiative and Suvita.
At the start of our 2020 Incubation Program, Charity Entrepreneurship released the handbook, How to Start a High-Impact Nonprofit. Now we’re sharing it with the broader community.
This article outlines some simple tips for how to answer questions you have about your program. These tips will hopefully be useful regardless of what stage you are at with your intervention. Most of my experience comes from running surveys in India with J-PAL and Charity Science Health.
When you found a charity, problems are inevitably going to come up. It could be that a donor you were counting on does not fund the project, a key employee leaves the job, or a government agency requires a document you have never heard of. Underneath the shiny website and carefully branded social media pages, most organizations have a consistent stream of diverse and novel problems. A big part of being a well-rounded and talented charity founder is the ability to solve these novel problems effectively. Hundreds of skills and heuristics can lead to better problem-solving: this article covers five of them.
What to do when a problem is detected:
“100% of participants in CE’s incubation program are excellent managers.” That’s the impression one could get reviewing surveys on participants’ preferences for the two-month program. Usually, nobody thinks that we should put an emphasis on management in our courses. To be fair, there are many good resources on managing people out there. Moreover, many participants have managed staff before.
Yet management is likely one of these skills for which people overestimate their own abilities.
Not too far off the famous experiment from the 1980s according to which 8 out of 10 drivers consider themselves above average. I definitely don’t fall under the illusion that I am a better driver than average (one friend avoids getting into a car with me after a road trip in Ireland… in my defense, they drive in the left lane). But, heck, I have definitely also overestimated my management skills in the past and still learn on a daily basis.
Here are some of the lessons on management we’ve learned at Charity Entrepreneurship – at times naturally, occasionally the hard way.
Slatestarcodex had an interesting post regarding the equal application of rigor in philosophy. This principle can be applied in a practical sense to effective altruist interventions as well.
The art of task management can seem elusive, with monk-like adherents following complex sets of belief systems to arrive at the holy grail of maximum productivity. While advanced users of task management and productivity techniques might indeed beat the average entrepreneur by far, the Pareto principle applies here as well: 20% of effort may give you 80% of the benefits. Pareto Productivity presents simple task management guidelines that go a long way. So feel free to cancel your 21-day productivity retreat and return the fancy sleep tracking ring. This will get you covered in much less than one Pomodoro slot.
Charity entrepreneurship in many ways is a less stable career than a traditional job. Charities in their early days will have limited runways (often under six months). At any point, results could come in showing that an intervention is not worth continuing. On the other hand, value drift is an important consideration. Losing motivation to achieve altruistic impact happens more quickly than one would expect (see Empirical Data on Value Drift and Concrete Ways to Reduce Value Drift). Hence, it is better to donate more to effective causes now than to accumulate a large safety buffer that you might spend ineffectively in the case of value drift. So a question arises: how much personal runway or savings should someone have when becoming a charity entrepreneur?
Charity Entrepreneurship is part of the Effective Altruism movement. If you’re going through our incubation program, it’s likely that your potential donors, employees, partner organizations, and other stakeholders come from the effective altruism community.
While the basic premise of effective altruism seems simple, the set of ideas considered “common knowledge” among people heavily involved in effective altruism can be quite complicated. In some ways, we might conceptualize effective altruism as a field of study - it has a few frequently cited influential thinkers, a set of widely read canonical works, an internal jargon, and several diverging schools of thought. If you’re new to effective altruism, becoming well-versed in this contextual knowledge will help you communicate with other people in the movement more easily.
A “stakeholder” is anyone who has an interest in your non-profit. Some typical stakeholders you might encounter include:
How you interact with stakeholders depends on what type of role they play in your theory of change - in other words, how important they are in achieving your outcome.
Working With Your Co-Founder. How to Excel at Joint Decision-Making, Task Management, and Communications
Now, work can start. You picked a co-founder with shared values and goals, a complementary skill set and compatible psychology (see How to successfully pick a co-founder). Ahead of you are weeks, months, and years of work in scaling your charity from a small startup to an established organization. How you work with your co-founder will be decisive. This article outlines basic lessons for successful collaboration in day-to-day work, while another article sheds light on how to strengthen the relationship with your co-founder at a deeper level (see How to strengthen your co-founder relationship).
“Your co-founder relationship is like a marriage”. This common statement from experienced startup operators might sound like a stretch, yet there are undeniable similarities in these relationships. Like spouses, co-founders spend considerable time with each other, but instead of taking care of children, you are nurturing your upcoming organization which, in the case of charity entrepreneurship, could have a profound impact on the world.
Photo: Haven and Thom, co-founders of Fish Welfare Initiative
No pressure, but picking your co-founder is one of the most important decisions you will ever make as a charity entrepreneur. Only selecting your intervention might be more crucial than deciding who will be your partner in crime.
This article addresses three key questions about your co-founder selection:
In 2019, the Charity Entrepreneurship team graduated 13 alumni, who went on to launch six new charities, five of which implement interventions selected by our research program. How was this outcome accomplished, and how did these charities come into existence?
Mentors, advisors, board members… These types of supporters can add a lot to your charity startup. Yet it is essential to follow a few guidelines in terms of picking, managing and structuring them.
At the highest level, distinguish between two types of organizational structures:
“Why take this risk?” Mentioning at a family gathering that you would like to become a charity entrepreneur might trigger looks of concern and opposition. What about the high failure rate of startups, the low entry salaries, and the need to work around the clock? There are potential personal challenges related to charity entrepreneurship. Neglecting them would be dishonest. Yet often these challenges are either exaggerated or can be dealt with successfully.
Let’s go through them one by one:
Your charity startup just hit the ground running. You are passionate about your cause, you just gave a big talk at a conference, and you've set up a shiny website. All is looking great. Yet your organization might still fail: it might collapse or not have any impact. Here are six ways a charity startup might fail -- and how to prevent this scenario.
Helping hundreds of thousands of beneficiaries with an evidence-based and cost-effective program: that’s your ultimate goal as a charity entrepreneur. It’s not a coincidence that many benefits of becoming a charity entrepreneur are related to impact (see this article on the impact of CE). Yet the advantages of starting your effective non-profit go beyond impact. As a founder, you will grow in various ways.
Here are four advantages of becoming a charity entrepreneur besides impact:
We often get asked for advice about a charity idea somebody has had. Every charity and entrepreneur will need different advice, but in this post we will cover the most cross-applicable advice that virtually everybody could benefit from:
I have a tool for thinking that I call “steelman solitaire”. I have found that it comes to much better conclusions than doing “free-style” thinking, so I thought I should share it with more people. In summary, it consists of arguing with yourself in the program Workflowy, alternating between writing a steelman of an argument, a steelman of a counter-argument, a steelman of a counter-counter-argument, etc. (I will explain steelmanning later in the post; in brief, it is the opposite of a strawman argument, in that steelmanning presents the strongest possible version of an opposing view.) In this blog post I’ll first explain the broad steps, then list the benefits, and finally, go into more depth on how to do it.
Organizational self-confidence is seen as a very positive trait and is often embraced by new start-ups and nonprofits. The concept of self-skepticism is arguably as important but is often neglected. Self-skepticism cautions us to clearly measure our impact before declaring ourselves effective or expanding our organization. We believe that a healthy dose of this applied to the charity sector would make the world a much better place much faster.
Below is an outline of our organizational self-skepticism checklist.
First published at Charityscience.com in 2014
Many charities claim to accept and even enjoy feedback (both positive and critical), but I find that the reality is less straightforward. Most charities have two kinds of set-ups for feedback:
First published at Charityscience.com in 2015
When a charity is created most people think about the altruistic intentions behind its creation. They think that the founder wanted to improve the world or wanted to further a specific cause. While I think that this is true in nearly every case, there are also other strong motivations and sometimes these can interfere with or even supersede the organisation’s stated mission.