How Good Is ‘Doing Good’?

Volunteerism is at an all-time high. From Obama and Oprah to unemployment and shrinking dollars for philanthropy, the United States is witnessing historic interest in volunteerism. This phenomena has been referred to as the ‘push and pull’ effect. The results are rather mixed, but generally speaking, I think this is a very good thing.

Companies have been promoting volunteerism in one way or another for a number of years. Recently however, we’ve begun to witness a shift evidenced by the convergence of interest between employees, corporations, communities, and governments. It used to be good to volunteer. Now, it is necessary.

This past April 25, more than 50,000 Comcast volunteers turned out for 500 projects in neighborhoods across the United States. Comcast is the largest cable company in the US, employing some 100,000 people. The mammoth event, which began it’s annual commencement in 2001, is known as “Comcast Cares Day.” While official statistics are virtually impossible to find, it’s safe to say that this event is one of the largest, single-day, corporate volunteering efforts in the country.

So...why do it? The logistics involved in organizing an event like this are staggering and the monetary costs are huge (think of the t-shirts alone). On top of these costs, Comcast donated an additional 1.5 million towards the 500 projects and organizations they worked on April 25 weekend.

If you ask Brian Roberts, the CEO of Comcast, he’ll tell you he believes this event is, “great for the company.” In an interview given to Fox News on April 23rd, Roberts stated, “It's great for the communities where we're their company and broadband provider. But, most of all, in these tough times, it just makes you feel connected to institutions, whether they are schools or rec centers or police athletic leagues, where people volunteer all the time. And, so, for Comcast, this is — it makes it so special.”

But are special feelings enough?

I put the question to Charisse Lillie, Vice President of Community Investment and Executive Vice President of the Comcast Foundation. Except...instead of asking about “special feelings” (that seemed weird) I decided to go straight to the roots and ask, “What are the measurable outcomes?” A lot of good work is being done - and for a relatively high cost. I figured it’s fair to assume that the results of such an effort are being measured.

But, no. While Lillie seems to wholeheartedly agree that metrics are vital for long-term success, she admits that Comcast is not at a stage where they are collecting that information. One reason for this is a simple lack of good tools. The technology used to organize “Comcast Cares Day” could not have allowed them to effectively collect the data - even if they wanted to. Essentially, Comcast boasts the biggest corporate volunteering effort out there....and yet, there are no measurable outcomes and no means to collect data. Now, that doesn’t mean they haven’t thought through priorities and effective strategy. For example, Comcast has identified youth leadership development, volunteerism and literacy as priorities for their community investment. But good priorities do not ensure effective outcomes.

So...is this lack of data a bad thing?

As my readers know, I am a strong proponent of good data collection. What’s more, I firmly believe that unless employer-sponsored volunteerism is tied to the functional strategies of business (such as HR or Marketing), it can easily be relegated to peripheral niceties. In order for corporate volunteering programs (and Corporate Social Responsibility as a whole) to fully realize the associated costs, they must begin to function as a business strategy - not as philanthropy.

Yet, most companies I interact with find this kind of integration extremely difficult. Elaine Cohen, a CSR reporting consultant with Beyond Business, argues this difficulty is not due to lack of data, but the fact that the essential information is often mixed in with data being collected for other reasons. The field is so new that standard methods of collection, aggregation, and reporting are not yet established. In fact, Cohen believes that the very practice of reporting will force better methods while underscoring the importance of developing these disciplines.


Fortunately, these new methods are already becoming available. A company I work with, True Impact, offers an online tool which effectively tackles the problem of ROI metric collection. True Impact’s CEO, Farron Levy, believes his online tool will not only help companies with the problem of metrics, but will also aid in the movement from a “charity” mindset to one that acknowledges the business benefits of CSR.

Despite the widespread lack of reporting methodology, technology, and standards, companies like Comcast have decided to follow their instincts and, “do good.” And this is not a bad thing. This is, in fact, an extraordinarily good thing.

Why? Well, while Lillie may not be to summarize the success of the day with a report-worthy mathematical ratio, she knows that all across the United States, Comcast Cares Day changed lives for the better. She knows this because she picked up trash along the Chickamauga Creek in Tennessee at the Creek River Rescue project and as she did, she could just envision the little 5th grader who would walk along this river after having spent his entire childhood in the confines of the inner city. For a kid familiar only with asphalt and storm drains, an experience on the banks of a river is formative, and Lillie knew the “river rescue” could be add beauty to that child’s life.

These hopes of a better future are often difficult for upper-middle class people to grasp, especially those whose lives are a plethora of river banks and cities alike. I agree with Lillie’s perspective, but only because I, too remember the experience that helped me understand. I was in a car with an 11-year old, driving to a picnic event in the country. Unbelievably, this child had not traveled 10 blocks away from his apartment complex, must less out of the city. As we drove, I had a increasingly difficult time watching the road as this kid’s world grew and his life changed. You should have seen his face when he saw his very first cow! He kept repeating, “Look at the moo’s!” Now, you can blame all this on the education system if you like, but the fact was, this boy had never seen animals other than cats, dogs and rats before that day. I guarantee you he never forgot it! And while “Blue Planet” is an amazing production, you can’t quite beat connecting with nature directly. Information is helpful, but experience changes us.

We each have a responsibility to share these experiences with others in our context. In the workplace, and particularly within an employee volunteer program, “story” is one of the most effective methods for changing the culture of business. Comcast Cares Day put a strong emphasis on story and has already seen significant benefits resulting from this effort. Unfortunately, many companies fail to capture an event’s momentum, enthusiasm, sense of purpose, and energy. When the event is over, the experience is over. Instead, companies need to collect and share stories. Only when employees have a chance to talk about their experiences and reflect on what happened, will the enormous benefit of the event be realized. The optimal way to achieve this is to create intentional space once the event is over that is used solely for the purpose of story-telling and reflection. (And I say provide good eats! Food makes every story better!)

This “intentional space” however, should not (never, ever) look like a stuffy awards ceremony, or a memo that says, “staff reflection in 15 minutes.” We’re in a new era that has provided fun and innovative methods for communication. Comcast, for example, used two familiar forms for connecting: Twitter and Facebook. They set up a twitter account @comcastcares, and then encouraged the employees to send tweets throughout the event. A Facebook page allowed employees in St Paul to post comments and pictures all day long. At caresday.net, Comcast combined video with a twitter stream. Friends and family were also able to access these feeds and sites. Think about it! 50,000 people, each with unique online networks. That’s an audience of at least a few million. Add to that the rest of us, plus secondary networks, and you can see why Comcast Cares Day found it’s way to the top 10 issues discussed on Saturday. That’s pretty amazing considering the attention being given to the Swine Flu and other pressing economic and political issues.

Why not check in directly with some people who were tweeting the event?
Ask @shaunacausey about Social Media training for 15 nonprofits in Seattle
@foleymo would probably tell you about showing The Seattle Arts council in benefits of Social Media

I asked Charisse Lillie if Comcast had any concerns about putting themselves out there like that. Wasn’t Comcast afraid of a Domino’s debacle? What about screwing up and looking like Amazon, “the internet company that doesn’t understand the internet”? Lillie’s answer was insightful. She said, “you know, we trust our people. If we can’t trust them for something like this, then we’ve been hiring the wrong people.” Could something bad have happened? Yep. But it’s not about that. It’s about what kind of company you are. And frankly, I trust companies who trust their staff.

Overall, I can’t help but feel pretty impressed by Comcast Cares Day - despite the lack of metrics. Comcast captured stories in a way that allows the stories themselves to become part of the Comcast culture. This consequently influences the culture and allows for new perspectives and understandings to be institutionalized into the company. In addition, Comcast managed to free up the social networking power of their employees and tap into the latent social capital that companies their size would do well to utilize, particularly while we have less economic capital available.

Wait a minute.....did we just find the metrics we weren’t looking for?

Congratulations on a great day Comcast. We’ll see you in the neighborhood next year. Bring an extra T-shirt, maybe some of us will even help out.

Email; chrisjarvis@realizedworth.com
LinkedIn Profile; http://www.linkedin.com/in/chrisjarviscan
Twitter; @RealizedWorth

How Good Is ‘Doing Good’?

Trust: Why Business Lost It, And How To Win It Back (Part 1 of 3)

What happened? Wall Street, in collusion with institutions around the world, have not only lost our wealth and our jobs, they have stolen our trust. Now we are “left to rely increasingly on governments for the creation of our wealth, something that they have always been conspicuously bad at doing.....Trust is fragile. Like a piece of china, once cracked it is never quite the same. And people's trust in business, and those who lead it, is today cracking." - Charles Handy


There is a serious lack of trust among consumers these days. Citizens of every country are eyeing large national and multi-national corporations with a narrowed, suspicious gaze. Questions are being asked. Answers demanded. With taxpayers around the world bailing out stupendous failures in the financial, housing, and insurance sectors, there is more than a lack of consumer confidence affecting the market. Frankly, we’re over it. We just don’t trust big business anymore.

This is actually nothing new. I don’t know how many movies I’ve seen where the plot pivots on the malevolence of unscrupulous business oligarchies. But the uniform opinion of distrust, leveraged by the social media tools of Twitter, Facebook, LinkedIn, Ning sites, and blogging seems to have brought us to a tipping point.

It is not just the unwashed masses, gathered with burning torches in the village commons, causing the uproarious clammer. Even some of the most powerful CEOs are beginning to question everything from their own excessive salaries, to the seemingly inevitable excesses of capitalism itself. Kazuo Inamori, the 77 year old founder of Kyocera (KYO), a 13 billion dollar Japanese manufacturer, offers the following statement:

"Profits are created by the hard work and collaboration of the workers and other levels of management. For the top echelon to receive such high compensation, as if they alone were responsible for the profits, is unreasonable. We should possess the consideration and humility to provide all employees who work for the company with an appropriate share of the gains. That is lacking in today's capitalism or free-market economy, and its absence is responsible for the growing disparity, discrimination and injustice in society."

Charles Handy, an Irish philosopher specializing in organizational management wrote in his book ‘What’s a Business For’ (2002) this prescient paragraph:

"The markets will empty and share prices will collapse, as ordinary people find other places to put their money--into their houses, maybe, or under their beds. The great virtue of capitalism, that it provides a way for the savings of society to be used for the creation of wealth--will have been eroded. So we will be left to rely increasingly on governments for the creation of our wealth, something that they have always been conspicuously bad at doing.....Trust is fragile. Like a piece of china, once cracked it is never quite the same. And people's trust in business, and those who lead it, is today cracking."


I trust you, I just don’t believe you

But what do we mean exactly, when we use the word, “trust”? It isn’t as if we now see corporations as evil and and have consequently stopped buying stuff. Okay, I’ll grant you, consumer confidence isn’t....um....good. According to the January ’09 Conference Board’s U.S. Consumer Confidence Index, the numbers nose-dived to the lowest levels since tracking began back in 1967 (What was going on in 1967? Oh yeah, Vietnam, the cold war, immanent nuclear holocaust and the end of the world.) But, by and large, people still “trust” the products they buy. ...Right?

Yes. And no.

Basically, we still trust companies - or at least brands - when it comes to products and services. As far as advertising goes, everything is pretty much the same. When I buy a bottle of laundry soap, I believe I’m getting what’s being advertised. If it is a no-name label, I’m prepared for a level of performance equal to the lower price I’m paying. But if it’s a brand like Tide, for example, I expect a higher level of performance for the price. This type of trust is intact. No one (as far as I know) is trying to link lapsing quality and misleading performance claims to the financial crises.

Issues of trust linked to the global crises are much tougher to quantify. A consumer’s degree of trust is no longer based on questions like, “Did this cleaning product remove the stain?” or, “Is my phone company competent (even though my billing is always wrong)?” Trust now asks intensive questions around topics such as corporate citizenship, community engagement, and ethical management. Trust is about character and behaviors, rather than quality and performance.

Maybe an analogy will help clarify the issue....

Have you ever worked under an unquestionably competent supervisor who was an entirely unlikable person? You respect the success you see in the results of her work, but the last thing you want to do is go for a beer after work. (Not that she’s the type to invite you, anyway.) You’re happy to trust her competence as your boss, but you generally detest her as a person. Why? She’s a jerk.

Well, it’s kind of like that with business and society today. You might trust a brand’s competence, but you sure as hell don’t want to support them with your cash. Why? Because face to face, that brand’s a jerk.


I don’t trust you because you’re trying too hard

Companies are hard-pressed to combat this image. To do so, they have increasingly invested in a strategy known as Corporate Social Responsibility (CSR). (If you’re not familiar with the term, Mallen Baker offers a good overview.) It’s important to note here that the sustainable practices of CSR are not being implemented solely as marketing or PR strategies. Many companies began the journey toward CSR long before the economic meltdown of the past few months. And even now, numerous companies are espousing practices of reducing waste, packaging, energy consumption and carbon outputs as a matter of conscience as well as good business strategy to trim costs. Despite the financial crunch, companies such as General Electric, Intel, PricewaterhouseCoopers and Wal-Mart are keeping or expanding their CSR commitments.

Unfortunately, in a market where trust has suffered a staggering blow, CSR efforts may add insult to injury. I conducted a small (very unscientific) survey of about 40 business men and women on LinkedIn, Twitter and in-person. The question: Does CSR engender trust toward a business?

The responses were a bit surprising to me - but very interesting (and a little entertaining). They were virtually all a version of a qualified, “No.” Some weighed in a little more positive, some leaned negative, and others were neutral. It looked something like this:

Neutral: “CSR doesn’t inspire trust, but I might think less of a company that’s not doing anything at all.”
Negative: “If it says ‘green,’ I won’t buy it.”
Positive: “If a company has been doing CSR for a long time and proved themselves, I might trust them a little.”

People are skeptical of the very claims that are meant to engender trust in brands. According to BBMG, a brand and marketing agency in New York, “Nearly one in four U.S. consumers say they have, ‘no way of knowing’ if a product is green or actually does what it claims.” BBMG believes this is evidence of a lack of trust in the ‘green’ claims of companies.

Couple this lack of trust with companies that are obviously beginning to do some amazing work as good corporate citizens, and the result is a brand that seems to be suffering from an identity crises. Walmart, for example, is leading retailers in the practice of greening supply chains. According to a study by the same group, BBMG, Walmart was ranked among the most socially responsible companies by respondents. Astoundingly, in the same study, Walmart is also ranked as one of the least responsible companies, along with Exxon Mobile, GM, Food, Shell, McDonald’s.

So is CSR an effective way for companies to increase their trust quotient among consumers and other stakeholders? Absolutely.

There is overwhelming evidence that “green” means profit. Companies that create eco-friendly products and services, reduce waste, carbon, water and energy use are more competitive and incur a significant degree of favor in the market.

Consumers are still buying sustainable lines despite their higher cost. Nielsen Co. data show sales growth of organic food at 5.6% year over year in December from a year ago, though that's down from the double-digit pace of years past, and its SPINS tracking service showed sales at natural-food stores up 10.9% to $4.2 billion last year. Though growth slowed in the fourth quarter, it was still more than 7% in December, far healthier than the rates at even top-performing grocery retailers such as Walmart or Costco.
Read the full article by Jack Neff on Advertising Age here.

And it isn’t just companies of the West buying into CSR as a strategy for growth and instilling trust among stakeholders. In China, over 190 companies published CSR reports in 2008. That’s phenomenal when you consider that just 2 years previous, the sum total of CSR reports in all of China was 19.


How can I trust you? I don’t even know you

Clearly, there is a big leap between investing in CSR and restoring trust. One does not automatically inspire the other. According to my fairly (okay, completely) unscientific survey, efforts to implement CSR activities may, in some cases, be a detriment to consumer trust. Even among CSR practitioners, just greening your supply chain and publishing a report will not engender trust. This is because trust is fundamentally an emotive decision that is based on relationship, not just information. In fact, trust can exist even when there is an obvious lack of information. (We tend to refer to this as faith.) But trust can never be held without a relational quality.

Over the next three blogs I will suggest some practical and achievable steps to restoring and increasing trust in your brand. The premise: employing an authentic CSR strategy. (Greenwashing will blow up in your face if you follow these steps.)

Step One: Make your CSR believable. How? Create and leverage social capital.

Step Two: Stop preaching the CSR message; start attracting CSR followers. How? Use CSR as a social media platform, rather than a marketing tool.

Step Three: Make your CSR effective. How? Integrate the strategy with key business objectives, and measure the outcomes.

If you have any thoughts or info on the discussion so far, I’d love to hear from you.

Chris Jarvis
Senior Consultant, Realized Worth
Email; chrisjarvis@realizedworth.com
LinkedIn Profile; http://www.linkedin.com/in/chrisjarviscan
Twitter; @RealizedWorth

Trust: Why Business Lost It, And How To Win It Back (Part 1 of 3)

10 Top CSR Tips for small and medium sized businesses

A colleague of mine, David Connor, blogs about Corporate Social Responsibility at http://davidcoethica.wordpress.com. I’ve enjoyed reading his posts for months now, but recently, he’s hit upon a particularly winning topic. It seems all the big boys are members of the CSR club - except for the kids who are too cool and insist on smoking when everyone is telling them it is bad for their (and our) health. One group that is having a hard time getting into the CSR mix is small to medium sized businesses. That’s understandable given the unique pressure on business of this size, and their limited resources. But David has outlined some practical steps that may yield significant impact.

What follows is an excerpt of David’s blog. If you like it (and you will) follow the link at the end.

This is the first article in a series that will demonstrate how you can make your business better without any preaching about saving the planet or becoming a charitable saint, but please try your best if that is important to you.

One definition of Corporate Social Responsibility is: to balance economic, environmental and social impacts whilst maximising benefits. It is entirely up to you where your balance point is. The key thing to remember is by considering all three aspects it can make your business more profitable and better for those who work there, your suppliers, your customers, your community and the environment.

Think of CSR as an ethos that helps you make decisions rather than a range of do-gooder initiatives and you’ve already learnt a valuable lesson.

I’ve spent years talking to smaller companies and trying to understand what will make a difference to them. Their answer is nearly always ‘What’s in it for me?’ My answer is more profit, greater longevity, integrity and a smile.

Here is a list of quick wins you can do today, at little or no cost that can have a tangible impact:

1. Take the ‘C’ word out of CSR!

The phrase Corporate Social Responsibility has been around for a while now and often confused with other terms such as sustainability, corporate citizenship, responsible business conduct, ethical business, environment, philanthropy, charitable etc. They all mean slightly different things but getting hung up on terminology is missing the point at this stage.

It is just good business practice that focuses on areas that, especially for smaller businesses, are not at the centre of your business radar. Think of this as the start of a process that will open up your vision to risks and opportunities that you can begin to manage more efficiently and gain an advantage over your competitors.

These tips apply to all small and medium sized businesses regardless of your product or service.

2. Don’t get caught up in a price war

Competing solely on price is a dangerous game and not to be played by the faint-hearted. You should be aiming to win and retain custom by delivering a perception of added value. If you charge the same price your competitor why would they buy from you? Even the smallest companies have a brand. What is yours saying?

3. Check those energy bills

Many company’s bills are paid by the finance department without regularly checking the meter. I know of one company that was owed over £30,000 because the meter was being read using the wrong units! It pays to read it yourself, check your tariff and check your bills.

A green tariff would be better and they’re getting much more price competitive.

We all know about energy being used whilst equipment is in standby mode. Even if something doesn’t have a little red light and a formal standby mode it could still be using energy whilst plugged in.

In the UK recent figures suggested that on average businesses waste 20% of their energy. What’s 20% of your energy bill?

4. Use recycled paper

What’s in it for me? – Recycled paper today can be as good as your normal paper and at a similar price. Ok, but what’s in it for me? – You can do it without any effort, your staff will appreciate it (even if they say they’re skeptical) and any visitors will notice if they see the packets as they walk around the office. The question should really be ‘Why not do it?’

This rule is more about the thought process and you can apply it to anything you purchase. Is there a recycled option at a comparable price? Just ask.

Read the rest of the article here.

10 Top CSR Tips for small and medium sized businesses

Enough is Enough; When Volunteers Should Say ‘No’!

Where do you draw the line with the organization you volunteer for? There is always so much work to be done, and if you respect and believe in the cause, how do you know when you need to say ‘no’ to the next request?

So, you’ve signed up to volunteer with a great organization, for an important cause. You’ve put your best effort into the work, and you’ve discovered it to be more rewarding than expected. So far, so good. Now, 6 months later, you hate to admit it, but these days you’re just not as enthused. Like the monotony that settles into some relationships after the honeymoon period, you wonder if the “glow” of this once new and exciting endeavor has worn off. It doesn’t make sense really, because everyone is so nice and you’re constantly being thanked, but still....the doubt keeps nagging.

Frankly, you wonder if anyone at the organization really understands the value of your time. And it’s not that you can’t handle the more mundane work. You understand mundane - sometimes it’s just what needs to be done. What you can’t handle is being asked to do everything. Everything. If there’s an empty slot, they call you. Someone needs to stay late? Yup, you. Oh, and arrive early? Yours truly. Every time. You have a distinct sense of your dependability being taken advantage of. Even with all the “thanks,” you’re feeling a little used.

Here’s an idea: maybe you should do a time assessment and assign a dollar value to the hours you’re spending at the organization? Except....that feels a little dirty. It’s like telling your best friend how much he’s worth to you and expecting him to respect you for it. Yeah....never mind. It just feels wrong. Still, how do you know where to draw the line?

The good die young

In my experience, it is the best, most loyal and invested volunteers who ask these kinds of questions. And usually, you ask them because you volunteer with a passionate, cause-driven, mission-focused non-profit. We all love to work for this type of organization. What they do matters enough that they’re able to make believers out of anyone who stands still long enough to hear what they have to say. Unfortunately, the tremendous importance of their cause can potentially obfuscate the value of the people who are there to help achieve it.

You, of course, start out entirely ignorant of this recipe for burnout that awaits you. You dive in with absolute abandon. You find respect and admiration growing in you for the people you work with. You fall in love with the mission. You’re invigorated by the seemingly endless need for your personal contribution. Each day there is more work to be done, new milestones to achieve, greater good to give. But somewhere in there, that nagging feeling begins to creep in as you realize that the demand far exceeds your resources. And yet, you really believe in this thing, so you tell yourself to find a bit more time, create a wider margin, give just a little more.

Next thing you know, the thanks you’re receiving just isn’t enough. Even the plaques and public acknowledgment are beginning to come across a little insincere. Do they really understand why you’re there or what you’ve been giving? You feel a pair of unwelcome and conflicting emotions building inside of you: guilt and resentment.

Setting limits or creating a meaningful gauge can help a little, but it will always feel like you’re selling out, giving up, losing the faith. Eventually the time will come where the stress is no longer worth the effort, and you’ll take a break or decide to leave. Maybe a more suitable opportunity will present itself down the road.

It’s all about give and take

Okay, here’s what you do: Start taking rather than giving.

I know, I know, it’s better to give than to receive, right? Well, yes, that’s right. But what I am advocating is sustainable giving. When you decide what, why and how much you’re willing to give, both you and the non-profit will experience long-term benefit. Giving for these reasons is healthier and longer-lasting than giving for banal praise or general appreciation. You didn’t get into this thing so that everyone would think you’re a great person. (Ok, maybe you did - but I guarantee you that’s not why you’re still there after all this time.)

Sit down and think through why you got involved with volunteering in the first place - and specifically why you chose the organization you’re with. What was it that you connected with? What ideas reached something meaningful inside you? Who moved you to become involved? In what ways did you hope volunteering would change your life? Focus on these things and strictly limit the rest. Your enthusiasm for serving on the soup line does not obligate you to chair the board. If you came to participate in the river clean-up, you don’t have to stay late to clear out just because you’re known as the “go-to” guy. Do what you love. That’s it. This is your highest level of contribution. When you step outside of who you’re meant to be, you will inevitably diminish your contribution and begin the path to burn-out.

I promise you this: If you focus on what you get out of the experience and give yourself permission to remain faithful to it, you won’t have to ask these kinds of questions anymore.

It’s not that non-profits don’t benefit from new volunteers who arrive full of passion and enthusiasm. They certainly do. I mean, at the beginning, it’s mutual euphoria! The non-profit has renewed hope with someone positive and dependable to send work through, and the volunteer feels like a god with all the gushing praises like, “How did we ever make it without you?” It’s wonderful! And....it’s the beginning of a perpetually damaging cycle of enabling and codependency. When the euphoria wears off, both parties feel betrayed. The nonprofit feels their volunteer is ungrateful for the privileged work they provided, while the volunteer feels conned into bearing the weight of the organization’s survival.

Both sides are responsible to work for the solution. Organizations must begin to acknowledge that the health and growth of the volunteer is vital to their own health and growth. Volunteers have got to stop giving so damn much, and take a little. It’s only when they are confident of the value of what they are receiving that volunteers will have anything meaningful to give.

It is always better to give than to receive. As long as we’re giving at our highest level of contribution.


Email: chrisjarvis@realizedworth.com
LinkedIn: http://www.linkedin.com/in/chrisjarviscan
Twitter: @RealizedWorth

Enough is Enough; When Volunteers Should Say ‘No’!