Recently I had the opportunity to catch up with a former co-worker and good friend, LeAnn. She and I met 25 years ago when she became the fourth person hired at the then-fledging ParadyszMatera office in Minneapolis.
We reminisced on some fun times — brainstorming sessions while standing around in a large open space between our offices, using golf putters to hit a beach ball from person to person as we talked through client challenges. That beach ball became our mascot for a while, finally dying on the end of a well-executed drive from the putter.
We also told stories on our fearless leader, Mike Cousineau. He founded the Minneapolis office and is a strategic, smart, quirky guy. We talked about how we all had to take turns making the coffee in the morning and according to Mike, no one made it strong enough for him. When it was finally strong enough for him, none of the rest of us could drink it. Finally he started buying his coffee from Dunn Bros. and bringing it in every morning and the rest of us made the coffee the strength we could tolerate.
He then developed the habit of leaving those Dunn Bros. coffee cups around his office, to the point that his desk and table were littered with dozens of slowly disintegrating paper cups in various stages of growing mold. With no cleaning staff and no one else willing to touch his office, he would finally go through it once a month and dump them all in the garbage. He called it his “great experiment.” We joked about the strains of mold that he may have accidentally created in his “experiement.”
Mike was passionate about business — hungry to grow, focused on the bottom line, always the first one in the office. But he also understood that people were people. There was no one more compassionate and caring than Mike. In typical Mike manner, he found ways to ensure that his people grew as professionals and human beings.
I recall struggling one time with a project he had assigned to give me. I wrestled with it for a while in silence at my desk, not understanding exactly what it was I was supposed to be producing or where to start. He could sense my frustration and stopped by to see how it was coming. I told him it wasn’t, I was terribly confused and struggling. He then told me something that followed me for the rest of my career.
“Jenny, you are the smartest person I know. If you can’t figure it out, then you don’t have all the information and need to ask more questions.”
As I retold this story, my co-worker and I both laughed about the fact that he told everyone they were the “smartest person he knew.” He was diligent about surrounding himself with people who had different skills than he, different strengths than his to build a comprehensive team that — together — could do more than any one individual could accomplish. Perhaps to him they were all the “smartest people he knew,” just in areas different from where he was steeped in knowledge.
From that day on, I never doubted myself when a situation was unclear.
I would go farther in life by asking to learn, than pretending to know everything.
This was an incredibly helpful thing to learn as a young adult, and I applied it professionally and personally. I am so grateful to have had Mike in my career, guiding the way.
We worked together happily this crazy group of four, tethered by a long, 254MB modem cable to the main New York office which we interfaced with daily, but seemed unrelated to our culture. About a year later we merged with another company and grew from an office of four to 30. The days of hitting a beach ball around the office were gone, but the teamwork and compassion were not.
LeAnn and I both agreed it was mean to talk about Mike so much without him there to defend himself, so we invited him to the next get-together. It was hilarious as expected and filled with small gems of wisdom packaged as stories. Sometimes business goes beyond business and becomes friendships. What a gift.
Recently my husband and I saw Diana Krall in concert. She is a jazz songstress and pianist with a rich, soothing voice. The tickets were about what I’d expect to pay to see her — not too expensive but not cheap.
In my career, I have worked with dozens of nonprofits. From those raising millions of dollars annually to those working to raise their first $1,000, I’ve seen many different business models of how organizations are working to change the world. Some rely heavily on events and peer-to-peer fundraising, others were built on direct-response fundraising, while others rely primarily on major gifts from the founding of the organization.
Fundraising from the Heart 