From the Lamppost: Making Proposal Feedback Work For You

Constructive criticism is what you get when your husband tells you, “Yes, those jeans do make you look fat.”  This is separated from regular criticism which is severe eye-rolling and/or covering of one’s eyes.  It’s ok to get mad at the latter but constructive criticism?  Mature people take it in the kind spirit in which it is intended.  Or do they?

As one author noted, “Asking a working writer what he thinks about critics is like asking a lamppost how it feels about dogs.”

One experience that I and many of my peers share is having people review drafts of funding proposals.  Over the years, this has been a painful or productive process, depending on the proposal, how decent a draft I’ve given people, and whether they (the reviewers) know what they’re doing.

I’ve learned some things about the proposal draft review process which I happily put to use this past weekend on a proposal for a very important community project.  Here are my tips for not only surviving, but benefiting from, a proposal draft review.

1.  Start the proposal development process with the group in a face to face meeting.

2.  Review the proposal requirements, paying special attention to significant policy/program decisions.

3.  Get agreement on the major issues at the beginning – don’t let things ride.

4. Share two drafts.  An early draft with a lot of holes forces discussion about critical issues — this draft should be reviewed in a group meeting.  The second draft is the ‘close to finished’ draft – unless there are big issues, getting individuals’ feedback is sufficient.

5. Tell your reviewers when you will be sending the draft out and stick to that schedule — even if you are not entirely happy with your progress. 

6.  Ask people to send their feedback/comments to you directly.  One thing you don’t want in the late stages of a major proposal is outside kibbutzing – where some people in the group are talking to each other but not registering their issues with the proposal developer. 

7.  Take all the comments in before making changes.  Get a sense of where your reviewers are – are they all focusing on the same 3 issues or are they finding things all over the place to change?

8.  Schedule your review so there is actually time to influence the final product.  Asking someone to review a proposal that’s due tomorrow is a transparent attempt to avoid having to change anything.  I say you need to have a close to final draft at least a week in advance of the due date.  Inconsequential stuff can be missing but 90% should be available to solid review/critique.

9.  Alert the group when the concerns of a reviewer are such that the future implementation of the project could be impaired should it be funded as proposed.  This is tricky because you don’t want to disrupt the proposal process but you have to insure core agreement on the design.

10. Advocate only for the competitiveness of the proposal and do that sparingly.  Sometimes ‘regular’ people don’t understand what needs to be done to land major federal money.  However, they still know what will fly in their world.  A good proposal developer strives for balance here.  That’s hard — because it also means the you cannot be defensive or argumentative.  When you’ve spent days and weeks on a proposal, it’s hard not to defend every word.  But that’s a mistake and we all know it.

I used to be very reluctant to have people review my work.  Last minute scenes with supervisors and colleagues ripping the draft from hands were common.  Figuring if I gave them no time to critique I could avoid criticism, I completely missed the boat on the whole purpose of external review.  I had to learn it the hard way — it’s not about me.  It’s about getting the money to make something important happen.  So I have to suffer a little…..

The Family Business: Learning to Work Where You Can’t Get Fired

Growing up, my family owned a dime store – just like this one – and we all worked in it.  I started working when I was 12.  Before that I would go to the store, get a bag of dimes from my Dad and ride the mechanical horse parked near the front window.  So I guess that was kind of a job — being the object of envy for all the little kids begging their moms to let them ride the horse.  I’d also do other key jobs – like feeding the little 29 cent turtles or cleaning the parakeet cages.  Never mind that the turtles were probably loaded with salmonella – nobody cared about that.  It was important to keep little Janice busy.

So when I turned 12, my Dad officially hired me.  A dollar an hour – Saturday – 10:00 to 10:00 (yes, you read that right) and Sunday 10:00 to 6:00.  If it was summer, I worked close to 40 hours a week.  I stocked shelves, took inventory, cleaned the stockroom, waited on customers, cut fabric, cut windowshades (which is possibly one of the worst tasks on earth), netted goldfish and put them in little bags, and still fed the turtles and cleaned the bird cages.  I also weighed out candy using the little metal weights and scale, loading my pockets with chocolate stars and M & M’s.  I was a sweeper, a bagger, and the person who rolled the awning up and down.  I did it all except….I never ran the cash register.  Not good enough at making change — ‘you just count up to what they give you.’ Sure.

I made a million mistakes.  “I didn’t hire you to hold up the counter,” my Dad would say when he caught me leaning against the pots and pans.  “If you see we’re running low on thread, fill it up.  Don’t just leave it.” And, my favorite, “Of course, you can do it.  I wouldn’t tell you to if you couldn’t.” 

None of my friends worked but I didn’t care.  I liked being in the family business.  I liked working with my Dad even though I was pretty scared of him.  I like the big crowds at holidays.  I liked yakking about how K-Mart was killing us.  I liked making things look good.  I liked being tired. When we left the store after a very long, 12-hour day, I looked up at that sign and thought, wow, we run a really nice store. 

Notice the we there.

I learned everything I know about work from working at the store:  Keep busy.  Don’t complain.  Smile at the customers.  Don’t wait to be asked.  Help out even it it’s not your job. Wear good shoes.  And stay til they turn the lights out.  Also, think about how things are going.  What’s selling?  What do we need to be thinking about?  What about K-Mart?  How do we outsmart them? 

My own kids had to deal with work permits and interviews and bosses who looked at them cross-eyed.  They didn’t have a family business to come up in. Most kids don’t.  They didn’t have that cocoon of the family enterprise, the  boss doling out of tasks right for their age and turning a blind eye to their stupidity. They missed the sense of importance to the family’s economic life that I had growing up.  That was a priceless gift I got from my family and our little dime store.  You’re a kid.  You don’t know how to do much.  That’s ok.  You matter.  We’ll figure out how to make something of you. 

It worked.

What I Wish BHD Had Done

I’m a consultant.  So a lot of what I do and say comes from the comfort of the sidelines.  I watch things.  I analyze.  I suggest.  But I’m rarely in the line of fire.

The past several months I’ve watched a friend (and a client by the way) stand squarely in the line of fire.  I’m talking about John Chianelli, until yesterday, the administrator of Milwaukee County’s Behavioral Health Division.  I’ve worked with John for many years - in the Continuum of Care (Milwaukee’s homeless coalition, on the reform of GAMP (General Assistance Medical Program – now known as BadgerCare Core), and in facilitating strategic planning sessions for the leadership team at BHD and assisting in the effort to integrate the AODA and mental health treatment systems into a more coherent, welcoming system for everyone.

I’m proud of the work I’ve done and proud of my association with John Chianelli.  He’s a gifted public administrator – talented, committed, energetic.  This recent situation is a tragedy all round.

Anyway, despite my great respect for John and the work BHD has done to reform itself, I am really troubled by how they’ve handled this crisis.  They stonewalled.  Something very bad happened on their watch and they battoned down the hatches and went mum. 

BHD runs a public psychiatric hospital.  This is a challenging job with a lot of potential for error – especially when resources are scarce.  It’s not as if the public might not understand that a mistake happened.  Mistakes happen in this hard world.  But maybe on the advice of lawyers, maybe on their own counsel, BHD slammed the door shut.  No one called a press conference.  No one came out with the facts of the story.  No one said they were sorry.

This last element is the sticking point for me.  When little Christopher Thomas was killed at the hands of his kinship caretaker, the Bureau of Milwaukee Child Welfare dummied up, looked at us (the public) stonefaced as if they had nothing to explain and nothing to apologize for.  I’m not afraid to admit it – Christopher Thomas’ death made me weep.  It also moved me to become a CASA (Court Appointed Special Advocate) to stick up for a kid in foster care.  But back to BHD.

What I wanted to hear from Milwaukee County was an apology along with an acknowledgement that something went terribly wrong and needed to be fixed. 

BP figured this out too late — taking the advice of their lawyers until the entire world condemned their rotten behavior in the Gulf before and after the spill.  Same with Toyota.  Stonewall.  Denial.  Silence.  And then the avalanche of criticism and hatred.  The New York Times’ recent article, “In Case of Emergency:  What Not to Do,” lays it all out.  When there’s a catastrophe, disclose it immediately.  Come clean.  Be clear on what will be done to avoid a recurrence.  Own up.

http://dealbook.blogs.nytimes.com/2010/08/23/in-case-of-emergency-what-not-to-do/

It’s not just strategy — gee, if BHD had done the Tylenol thing, it would all be ok — it’s also about public accountability and transparency.  And being and feeling sorry when something bad happens.  And meaning it.  I wish BHD administrators had done that — so they could enlist the public in their efforts to reform the mental health system instead of fueling the years’ old fires of suspicion and conflict.  Sad thing.  But bigger sad than just a couple of people — sad for all of us as a town.

Someplace Else

It Seemed Like a Good Idea at the Time

There are things I’ve done to facilitate group discussions that, in retrospect, make me roll my eyes and yearn for witness protection.  Even more astonishing than the cockamamie things I asked people to do is the fact that 99.9% of the time, people would do them!

Without flinching,

• The head of UMOS agreed to write a ‘pressing community need’ on a balloon and tack it to the wall to be popped later by the expert facilitator as we established need priorities.
• Waukesha County’s budget director along with his key staff wrote their ‘most important outcomes’ on paper airplanes and sailed them at me and my co-facilitator in a flurry which had us scrambling around the floor trying to pick them up and read them.  (We planned pre-flight but not post-flight.)
• A police chief used crayons to draw his favorite summertime memory as a boy which had him on his bike in the hills overlooking his town and then label the picture “Lucky.”  (This was actually one that worked pretty well – helping a new Youth Collaborative harken back to the golden days of freedom and playfullness of their youth.  Unfortunately, they then went on to plan more structured activities for kids.  Oh well.)
• Emergency shelter directors constructed their ‘visions’ of how the Shelter Task Force should operate using (what else?) Tinkertoys.  (Didn’t work – they all looked like spaceships.)

In addition to this kind of stuff, I went through a period of taking little jars of Play-Doh to every meeting.  I probably have more Play-Doh in my office right this second that Milwaukee’s biggest day care — because, you know or maybe you don’t, that you really can’t use Play-Doh twice.  Has to be new.

Anyway, participants in a planning meeting will generally do whatever the facilitator asks them to do if the facilitator conveys a genuine commitment to the process and a real enthusiasm for the results.  If the facilitator equivocates, then people will hang back.  I witnessed someone at a large gathering not so long ago open the meeting by promising a great icebreaker and then, surprisingly, losing his nerve at the last minute.  If you’re going to do something different, you have to plunge in like you believe it. 

Now I pretty much stick with the simple and striking.  Like this ball.  This is possibly the most enticing ball on the planet.  So I use it to do introductions or I’ll just have it sitting on the table available for people to  pick up and fiddle with.  People like it that I thought to bring some toys; most people will get into it.  It helps them play while being serious.  Takes the edge off.  Gives them something to laugh about.  Makes the room warmer and happier. 

Sometimes, though, people gather to plan or discuss or strategize and they are just too up tight to pick up that ball.  The ball will sit there the entire session.  Like it was made of crystal.  Everyone is afraid of the ball, ignores it, looks at their hands.  When that happens, witness protection is looking better and better.

Got a Problem? Get in Line.

There’s a big risk I will start sounding like Lewis Black in this post.  I have had it up to here with ho-hum service providers who haven’t felt a sense of urgency since the last time they stood in a slow fast food lane.

It’s one thing when the waiting customers are adults.  Another matter altogether when we’re talking about children.  Because children – you see – live in a different time dimension, sort of like dogs.  Every hour is a day, every day is a month – waiting ticks away on a bigger clock for kids.  At the same time kids’ brains are developing at warp speed and their emotions are careening around street lights and space shuttles, adults are yawning their way through the 3 hour process necessary to schedule the next meeting in six months.

And kids?  They don’t really complain about it.  They don’t know too much about consumer hotlines and ombudsman programs.  They show up where the adults take them.  And use the only tools they have to make themselves heard including silence, ‘acting out’, and taking off, if they’re older.  They don’t know what they need and they don’t get it about taking a number.  They are told to rely on adults to figure it out but the adults have a lot of other pressing matters like referral forms and reports and collaborative team meetings.

The cynical part of me thinks that this dull, uninspired, limp culture is part and parcel of the for-profit helping industry whose interests are better served by kids staying a mess rather than getting healthy.  Maybe I’m wrong — everyone’s really super committed but it’s just hard to move quickly and affirmatively.  Sure.

Maybe it’ll all work out.  I just have to be patient.

I Get It

This week someone thought they had to explain to me that ‘kickin’ it’ meant hanging out.  Thanks.  Gee, I thought people were actually going out back and kicking something.  Each other?  A ball?  Please.

One thing I know about — is ‘kickin’ it.’  Chillaxin’ – I’m pretty good at that, too. I’m also not bad at hangin’ loose (when I’m not hangin’ tight) and just plain chillin’. 

I got my start early.

In a real inner tube.

From a tractor.

So there.

Deep Thoughts in the Garden

This picture has absolutely nothing to do with this post.  You see, the post was going to be about gardening – about how some people are good gardeners because they can commit to consistent effort and other people are, well, like me.  But I write about what I’m thinking about and what I’m thinking about is race.

So.  Cultural competence.  Does it go both ways?  If I am the only white person in a training program or a job or a school, do people worry about dealing with me in a culturally competent way?  And if they did (worry, that is), what would that mean?  What would be done differently?  In what ways would people take my white origins into account and how would they, or would they, modify their language or behavior? Can a white person wonder if something is culturally competent for him or herself?  Does the concept have validity for a white person in an African American world, say?

Of course, the issue of cultural competence is very difficult, made more complex by institutional racism and the pervasiveness and persistence of white privilege.  Thinking historically, it would be nonsensical to assume that the need for cultural competence runs both ways for that very reason — the embeddedness of racism in American society.  But what about in in a day to day sense, in the sense of a white teenager, who because of a variety of factors, is plucked from her family in a white environment and placed in an African American home, school, and neighborhood? 

Is it safe to assume that this kid will be well-received and that any feelings of fear or apartness or differentness will be quickly abated by people’s kindness?  That’s what I’m hoping.  And that years from now when she recounts the experience she had living in the African American community, it will be with pride and fond memories.  I want to believe that she won’t feel judged or marginalized and that her entire cultural identity won’t be comprised of stereotypes about white people.

I don’t have any answers and I’m not judging anybody.  I’m just wondering, that’s all – mostly because I know this kid and really care about her, but also because I think it’s an interesting and challenging set of questions to ponder.

And the picture?  It’s the product of one of the two days a year that I garden.  Day one is when I go to Stein’s and buy a bunch of plants.  Day two is when I find the machete and clear out the garden on the side of our house which looks spectacular at the moment…..although I have notoriously low standards in this field of endeavor.

Good Enough

A project is a thing of beauty in your mind’s eye.  It’s the implementation of it that’s the bear.  Yesterday’s project was repainting our sauna.   It looks like a little house – about 9′ by 15′ with a peak that you need an extension ladder to reach. 

The project started out hopeful and cheery like most projects do.  Using red paint helped.  Looks new.  Going fast.  Lots of jokes between me and my painting partner.  This is great – we’re going to be out of here in an hour. 

Dry wood sucking up paint like crazy.  Very hot sun and hotter wind that blows the paint off our brushes on to our arms.  Weeds in the way.  And so are the remnants of a Northwest Indian tribe totem pole which fell over in a Lake Superior storm about ten years ago. (Is this an odd story yet?)

Anyway, so we’re getting tired and very hot.  Painting partner sees a little hornet’s nest.  Good reason to skip the two slats right below.  First shortcut.  Last side has the weeds and the totem which of course we shouldn’t move out of respect to its what? imminent total deterioration? Second shortcut.

Now at least one of us is nearing heat stroke.  Spectator saunters over and suggests we just paint the bare spots.  “That’s crazy.  It’ll look like polka dots.”  The sauna was already red, so I actually considered that option. The two of us are now slapping paint on the last side wherever we can reach and starting a little chorus of “nobody’s going to see this side anyway.”  Which is perilously close to a really defeated “who gives a crap, haven’t we worked hard enough, the rest of it looks ok, let’s just bag it.”

And I realize that this surrender to good enough happens a lot when two people are working together.  It’s like cutting class — it’s contagious.  What the heck?  We could be drinking a beer and admiring the front of this damn sauna – where it actually looks pretty good.  If one person isn’t a high quality hardliner, two people will talk themselves into doing just enough to get by. 

Does it matter?  Sometimes.  Not everything needs to be perfect.  But some things do.

Still.  Sauna looks pretty good.  Don’t you think?

Jan Wilberg Janice Wilberg

Hello. Can I Come In?

For years, I’ve complained about human services agencies with locked front doors.  Agencies that require you to push the little doorbell, then talk to the receptionist, then get buzzed in, and then sign in.  One agency I frequent even asks me to include my license plate # on the sign-in sheet.  When they let me in, it’s not clear what criteria I met or failed to meet.  Did I not look dangerous?  Did they assume I didn’t have a cute pink pearl-handled revolver in my big Coach bag (like I even know what a revolver is….although, happily, I do know what a Coach bag is).  So agencies are worried about security — after 9/11, everyone got intense about security so I always attributed it to that and shrugged, oh well.

A dear colleague of mine, Ramon Wagner, had a completely different approach.  He talked all the time about front porches and how agencies had to sit on their front porches (figuratively) to understand the world and their place in it.  He didn’t believe in locked doors and, to this day, Community Advocates, the agency he founded, is a walk-in place. Stop in any day and you will see dozens of people in the waiting room who just walked in looking for help.  This is more than just not having a locked door.  Community Advocates, probably without knowing it, was on the cutting edge of a new way of thinking about human services than can be summed up in the word welcoming.

For the past few months, I’ve been assisting the Community Services Branch of the Behavioral Health Division in its efforts to establish a Comprehensive Continuous Integrated System of Care.  Fundamentally, this is about integrated substance abuse and mental health treatment services but, to me, the overarching value in the approach is the concept of welcoming.  Drs. Minkoff and Cline, the primary consultants to Milwaukee County on this effort, explain this concept in an article “Developing Welcoming Systems for Individuals with Co-Occurring Disorders: The Role of the Comprehensive Continues Integrated System of Care Model,” found at http://www.kenminkoff.com/articles/dualdx2004-1-devwelcomingsys.pdf.

Welcoming is about not having a locked door to anything.  At least as I understand it so far, it means that a troubled person presenting him or herself for help is welcomed, helped and respected.  “You’re in the right place.  We’re glad to see you.”  That’s the message.  Even if a person ends up needing to go to another program with more expertise or somehow can’t qualify for what’s available on-site, the message remains – “it’s good that you’ve decided to seek help and we will help you find it.”  This isn’t just at the front door but throughout an organization.

When people are sick and down, when they feel they’ve lost everything and have no choice but to ask for help, they don’t need locked doors and stern looks.  They need ackknowledgement, a smile, and maybe a nice cup of coffee.  In short, they need to be welcomed.

Jan Wilberg Janice Wilberg