Corporate strategies in the nonprofit sector – voluntary commitment with three teams of the Diakoniewerk in Salzburg

Efficient and effective use of financial resources – this applies to companies and (or primarily) publicly funded institutions. The teams of the “Language Training, Integration, and Interpreting,” “Learning Bridge,” and “Future Care” projects of the Diakoniewerk in Salzburg are more than aware of this.

With their full-time and volunteer staff, the teams of the “Language Training, Integration, and Interpreting,” “Learning Bridge,” and “Future Care” projects of the Diakoniewerk in Salzburg are essential pillars of civil society. People are given prospects and support to take their lives into their own hands here in Austria. The three teams implement countless projects, above all with the very active support of many volunteers. For example, one of the current programs supports people with a migrant background in gaining a foothold in the care sector. On the one hand, this contributes to faster integration and, on the other, helps to solve one of our most pressing problems: having enough staff in the care sector today and in the future. The Diakoniewerk’s work helps reduce social tensions and promote peaceful coexistence. Studies show that successful integration leads to greater prosperity in the long term – for all of us. But this work also needs to be seen.

Management, strategy, and optimized processes
A non-profit organization is nothing more than a company. It needs strategy, management expertise, optimized processes, and much more. Even if they “only” act socially and to the best of their knowledge and belief, non-profit organizations such as the Diakoniewerk have a great responsibility in the use of the funds provided and ultimately towards the taxpayers.

For me, it is an enriching experience to work voluntarily with the teams of the “Language Training, Integration, and Interpreting,” “Learning Bridge,” and “Future Care” projects of the Diakoniewerk in Salzburg and, above all, to see that the right people are at work there. In this blog, you can find out how I can say that and what strategies the members of the Diakoniewerk teams (currently only women) are developing together with me.

Who are the target groups?

Every company defines its target groups. But what are the target groups of the Diakoniewerk teams in Salzburg? People with a migration background and all children from socially disadvantaged families. Of course! But we must remember that politics is an important target group. They decide which institution gets what budget. And they want something for their money. They want to see that it works. They want to see that all the money is being used efficiently and that you are developing and improving – just as any successful company does.

Step 1: Self-awareness is the key to success

All people who thrive in their social professions have a similar mindset. This is not discrimination. It can be proven. HBDI® (Herrmann Brain Dominance Instrument) is a globally recognized model for analyzing and visualizing thinking styles. It was developed by Ned Herrmann and is based on extensive studies that show that people have different preferences in their way of thinking that affect their decision-making, communication, and problem-solving. 97% of Fortune 100 companies, leading universities, governments, and non-profit organizations use HBDI®. I am a certified HBDI® trainer and apply the method to various organizational challenges.

“You don’t go to the ophthalmologist and expect him to operate on your hip. People in social professions have your specific focus.”

Alexander d‘Huc

Basics of HBDI®

Using a self-analysis, each individual can find out in which areas their thinking style preferences lie—thanks to Herrmann Germany and Daniela Häckl for her support. An HBDI® profile shows the natural preferences. The Whole Brain® model is the proven frame of reference for decoding the cognitive diversity of individuals, teams, and organizations. Thinking is divided into four color-coded quadrants that represent different thinking styles:

1. Analytical thinking (blue): Focus on facts, logic, and analysis. People who prefer this area think in a structured and data-oriented way.
2. Organizational thinking (green): emphasizes planning, structure, and attention to detail. These people are practical and efficient.
3. Emotional/intuitive thinking (red): Emphasis on interpersonal relationships, empathy, and communication. They are feeling oriented and helpful.
4. Creative/experimental thinking (yellow): Emphasis on innovation, vision, and risk-taking. These people are keen to experiment.

Please note: These are preferences, not competencies!

What brings energy, and what drains strength?

HBDI® profiles are no hocus-pocus, but a scientifically proven method that has been tried and tested millions of times and is also used by huge companies. The employees at Diakoniewerk showed that they are all solid in the red zone – i.e., emotionally and intuitively. The ability to communicate well and act empathetically, helpfully, and emotionally is an essential requirement in social professions with people. That is a good thing. One disadvantage of this very “people-centered” approach of the teams mentioned above is that they tend to see numbers and reports as a compulsory exercise. That doesn’t mean they can’t do it; they don’t do it with enthusiasm. They find submitting monthly reports, for example, a challenge that drains them of energy. You are probably familiar with this situation when specific tasks in your job don’t come as quickly to you as others.

How people think determines how they work. Everyone thinks differently, but only a few companies can use cognitive diversity as a strategic advantage.

Where else can HBDI® be useful?

In most organizations, achieving goals depends on teamwork. The entire team is responsible for performance in either management or self-organized companies. The aim is to work directly with management and teams to develop dashboards for more effective collaboration. This enables us to measure effectiveness, create awareness, identify obstacles, and ultimately become more successful.

“It’s not about what you can do, but what your heart beats for. It’s about mutual understanding of preferences. It’s about reflecting on your strengths and weaknesses and how these affect your interaction with others.

Alexander d‘Huc

HBDI® makes sense in the development of successful teams. Disclosing your preferences can boost improved collaboration and more value-free communication. HBDI® can be a game changer when it comes to conflicts in companies because if I know, for example, how colleague XY reacts under pressure or what he needs from the team to do his job successfully, then as a good manager, I will rethink things. Understanding what makes others tick without judging them is the aim of HBDI®. But back to the Diakoniewerk in Salzburg. Can the employees in the three teams also excel in areas that do not correspond to their preferences and are, therefore, probably more difficult for them? Yes, they can!

Step 2: Examining processes and structures

As in profit-oriented companies, the employees of the Diakoniewerk teams must also think about all internal processes and answer the following questions:

• Why: What do we want to achieve?
• What: What are the benefits for us?
• Who: What needs of the addressee or beneficiaries of the process do I cover?
• How: Can we do the right thing or simplify it?

The aim for the teams working on the projects “Language Training, Integration and Interpreting,” “Learning Bridge,” and “Future Care” at the Diakoniewerk in Salzburg is to optimize the processes and prepare the necessary reports on their work and successes so that the message is received and understood by the reader, listener, politicians, and anyone else who is interested. This brings us to step 3.

Step 3: Develop strategies to become better

As with any conventional company, strategies are crucial for the long-term success and future viability of the three teams at Diakoniewerk. They provide a clear direction and help us use resources efficiently. The focus here is on further development. The right strategy promotes appreciation and identification with Diakoniewerk in Salzburg as an essential part of civil society. It makes people want to get involved themselves.

The public rightly demands that taxpayers’ money is well spent. Better, faster, cheaper, more successful! With a clear strategy, financial, human, and technological resources can be used in a more targeted manner.

Conclusion
I have already taken the first step with the employees of the three teams at Diakoniewerk in Salzburg, and the second will follow soon. It’s excellent that Diakoniewerk in Salzburg wants to develop further, just as any successful company does. Even if it’s not about financial gain but about help, awareness, recognition, and appreciation, it will benefit us as a civil society.

Finding new paths together.
Think boldly – dare to change.
Alexander d’Huc