• Search the Site

Posts By :

Jill Pioter

Do People Trust You? Advice for Building Trust and Inspiring Confidence

Do People Trust You? Advice for Building Trust and Inspiring Confidence 1200 628 Jill Pioter

One afternoon as I was passing through the airport on my way home, I ran into a colleague of mine, Stephen M. R. Covey, the author of the book “The Speed of Trust.” We stopped and exchanged a few pleasantries. I could tell that he needed to get through security, so I bid him safe travels.

As he was hurrying away, I yelled after him, “I know something faster than the speed of trust.”  He yelled back, “What’s that?” I responded, “Distrust.” He laughed as he hurried away and responded, “You’re probably right.”

Think about it for a minute. Some people will trust you from the beginning of your relationship without having any experience with you. Others won’t trust you no matter what you do; you really have to work to earn their trust. Still others begin their relationship with you in a neutral position. They will wait to see what you say and do before they trust you.

No matter where the trust in any relationship begins, what we know for sure is that it doesn’t take much negative behavior to diminish the trust that people have in you.

Here are a few tips to help you assess your trustworthiness and to increase the confidence people have in you.

  • Do you walk the talk?

There is probably nothing that erodes trust quicker than saying one thing and then doing another. The first time this happens, people will take a closer look at your behavior. But if it happens repeatedly, people will come to distrust you and not believe anything that you say. You will appear as if you just say what you think people want to hear. This seeming lack of credibility will cause people to question your intentions and can cause lasting damage to your relationships.

What to do? Stop and think about what you are about to say, or what purpose your message needs to convey, and then say what you truly mean. Being deliberate and intentional about your message will increase alignment between your message and your behavior.

  • Do you keep your commitments?

This is closely associated with the previous question.  Sometimes we make commitments and things change. When this happens, it is important to acknowledge your commitment and make necessary adjustments. If you let another commitment take priority over a previous commitment and don’t manage that dynamic, then people will learn to not take you seriously and may not keep their commitments to you.

What to do? Keep a calendar of your commitments and manage them. If something changes, then be sure to communicate those changes and make new arrangements as soon as you can.  Don’t blow people off or forget to keep your commitments. Using some kind of planning or calendaring software will help you to keep your commitments while strengthening the trust that others give you.

  • Is your behavior consistent?

If you have wild mood swings and are unpredictable, your erratic behavior will lead people to distrust you. In one of my first corporate positions, I had a manager who had broad swings in behavior and mood. You never knew if your performance would be celebrated or trashed in front of others. The first person to arrive in the morning would test the waters and then alert everyone at the coffee machine if we could engage with our manager or should make ourselves scarce that day.  Consequently, few people felt that they could fully trust him.

What to do?  Notice if people approach you and ask for your input or support on their work.  If you are not approached by others, perhaps you could find a respected colleague and ask for feedback about how you come across.  If someone will be honest with you, listen to what they have to say.  Ask for examples and thank them when they finish.  If you find that people are unsure about how to approach you, strategize some ways to manage your behavior and mood so it is more predictable and consistent.

  • Do you misrepresent the truth?

This happens more frequently than people would like to admit.  People are often afraid to speak up and tell it like it is, fearing the perceived negative consequences that could occur. This perception will have a negative impact on behavior. When people don’t keep their commitments or meet expectations of performance, then they feel forced to cover their mistakes to justify their behavior. This leads others to avoid interacting with those individuals and to distrust the stories they offer as excuses for their behavior.

What to do? If you find yourself misrepresenting or exaggerating situations, then you are at risk to not be taken seriously and are setting yourself up to be distrusted.  Stretching the truth and making excuses can become a habitual response. If this is often your first reaction, recognizing your tendency to do it, determining your motivation behind this response and correcting it will go a long way toward building trust.

  • Do you withhold information from others?

This is usually a power play of sorts where people make themselves the gatekeeper of what others need to know to do their work. Such behavior leads to frustration on the part of others and also can lead to people not sharing information that you may need. Withholding information also leads people to figure out how to work around you so they have as little interaction as possible.

Sometimes, for legal reasons, you may not be able to tell others what you know. When this is the case and others press you for information, you simply need to tell people that you can’t tell them about a certain situation because of legal ramifications to you and your company.

What to do? Ask people what information they need and, specifically, identify deadlines. Look to offer support and address others’ needs and concerns to increase the success of those that rely on you in some way. When people ask you for information that you can’t share, simply manage the situation and tell them that. They will understand.

  • Do you gossip about others?

Nothing will erode trust quicker than talking about others behind their back. Unfortunately, people often talk about others rather than to others. When you gossip, your behavior tells your listener that if you would talk about someone else, then you would also talk about them. Although they may listen to you and engage in the gossip, they won’t trust you. This kind of behavior ruins relationships, destroys company culture and creates emotional drama that everyone would rather avoid.

What to do?  Stop it. If you have an issue with someone, talk to the person you need to talk to and avoid the rumor mill that puts people on negative alert but never solves the problem. Otherwise you will just get more of the same – poor results and no trust.

  • Do you throw others under the bus?

This behavior usually takes place when someone is trying to avoid responsibility or accountability for the results that were created. Sometimes, when others have not kept their commitments to you, their behavior has a direct negative effect on your results. When this is the case, ask yourself, “Did I manage the situation in such a way that kept them from being successful? Did I do my part to help them to be successful and to achieve the desired results?” Sometimes we become so busy and have so many things to do that we fail to manage a person or a situation in an optimal fashion.

What to do? Be responsible and take accountability for managing others, facilitating activities that will produce the desired results. When things don’t go as planned, examine your part in the process and accept ownership. Doing so will go a long way to creating and strengthening trust.

  • Do you keep confidences?

Someone once told me that there is no such thing as a secret until the person you told it to is dead. If someone shares something sensitive and important with you in confidence, unless there is a specific and legal reason not to, you should keep those things confidential. If you are going to share something important with another person, you should assume that sometime or somewhere what you share will be shared with someone else.

  • Are you supportive of others?

Nothing increases trust like being sincerely interested in and supportive of others and their efforts. If you are a leader and you frequently ask people what they need from you and how you can help and support them, they will feel the satisfaction that comes in knowing someone cares about them and their success. That care and concern will translate into increased trust.

What to do?  Check in frequently and offer support. This will afford you the opportunity to get to know them, how they are doing and what you can help them with.  Making interpersonal connections such as these will improve their work and their performance.

Our interactions with others serve either to build trust within our relationships or call it into question. Recognize that what you do and say is the first step in building and strengthening trust. As you consciously work to increase others’ confidence in you, your interactions will improve and you will achieve greater results. And, you’ll never have to worry about the speed of distrust.

Connect with John R. Stoker on Facebook, LinkedIn or Twitter.

10-14-2021 Questions and Answers

10-14-2021 Questions and Answers 1200 628 Jill Pioter

Q: Where does the Council get its support?

A:  According to the Rule, Part III, Statute 24, “The authority to manage the Society’s assets remains exclusively with the Councils …” This statute goes on to say, “Councils may determine annually the percentage of the funds of each Council or Conference within their area that may be made available to them …”

Chapter 2 of the Manual, page 26, subheading ‘Funds of the Conference’ states, “Conference members should never adopt the attitude that the money is theirs …” In addition, under ‘Donation of Conferences’ it reads, “Surplus funds should be shared generously with needier Conferences or the special works of the District.”

Additionally, Councils are free to operate their own stores, raise funds from the public, and to generate their own funds through events and other revenue-generating activities.

Q:  The solidarity contribution assessment for stores is based on their total revenue (normally total sales), and not on their profits (sales minus expenses). Correct?

A:  Yes, on the Stores Report there is a line item titled “Total Revenue” (not “Total All Store Income”) that is used to determine the solidarity assessment for a store. Expenses do not come into play in the solidarity calculation.

Spanish Questions & Answers

P: ¿Dónde obtiene el apoyo el Consejo?

R:  De acuerdo con la Regla, Parte III, Estatuto 24, “La autoridad para administrar los bienes de la Sociedad es exclusiva de los Consejos…” Este estatuto continúa diciendo, “el Consejo…puede determinar anualmente el porcentaje de los fondos que pueden estar disponibles para ellos de cada Consejo o Conferencia dentro de su área.”

El capítulo 2 del Manual, página 26, subtítulo ‘Fondos de la Conferencia’ establece: “Los miembros de las conferencias nunca deben adoptar la actitud de que el dinero les pertenece a ellos …” Además, en “Donación a la Conferencias” se lee: “Los fondos extras deben ser compartidos generosamente con otras Conferencias con más necesidades o en los Trabajos Especiales del consejo o del distrito.”

Además, los Consejos son libres de operar sus propias tiendas, recaudar fondos del público y generar sus propios fondos a través de eventos y otras actividades generadoras de ingresos.

P: La evaluación de la contribución solidaria para las tiendas se basa en sus ingresos totales (normalmente ventas totales) y no en sus ganancias (ventas menos gastos). ¿Correcto?

R:  Sí, en el Informe de Tiendas hay una línea titulada “Ingresos Totales” (no “Ingresos totales de las tiendas”) que se utiliza para determinar la evaluación de solidaridad para una tienda. Los gastos no entran en el cálculo de la solidaridad.

How To Avoid Confusion With Clear Communication

How To Avoid Confusion With Clear Communication 1200 628 Jill Pioter

Under-communication is a consistent problem in nearly every business. You can solve that by taking ownership of the communication happening around you.

I’ve worked with more than my share of poor communicators over the years. One was a boss who rarely shared information and never in a timely way. My office happened to be in a different building than his, so getting to our weekly one-on-one meeting took a little effort. Each week, I prepared a status report on my major projects, developed a list of answers I needed to make progress, and drove to the office in time for the meeting.

I can’t tell you how many times I was greeted by his assistant with a pained expression. “I’m so sorry,” she’d say. “He had to step out.” Not only did he cancel most of our meetings, but he did so without notice.

When we did meet, he provided little or no clarity. And he dodged most of my questions with “I’ll have to get back to you on that.” It was maddening!

Most under-communication is inadvertent. People are simply unaware of the gap between what’s in their mind and what’s in yours, and you suffer from that same lack of awareness. In fact, a team of researchers writing in the Journal of Political Economy labeled this phenomenon “the curse of knowledge.” It means that when you know something, it’s very hard to remember that other people don’t.

Fortunately, the solution is remarkably simple. All you have to do is step up and take responsibility for all the communication that comes from you or to you. Here’s how:

Determine To Be The Solution
Most of us are not fully aware of our own part in the communication quagmire. We may expect others to do all the work of conveying information. The first step in communicating clearly is to determine to be the solution, not the problem. Are you ready to champion clear communication in your workplace?

Externalize Your Thinking
The curse of knowledge affects everyone, including you. As a result, we don’t communicate or don’t communicate enough. Be aware of the gap between your understanding and that of your team. Stop assuming that people know what’s important or what needs to be done. Get your thoughts out of your head where others can read or hear them.

Push For Clarity
Before you compose your message (or say it out loud), ask yourself, “How can I set the other person up for success?” Before you hit send, reread the communication to be sure it’s clear. Would you know exactly what you meant? Clarity is vital for communication. Sometimes that will mean pushing others for clarity. Remember, they also suffer from the curse of knowledge and may have a tendency to omit information or use ambiguous language. Gently ask them to make their meaning clear.

Confirm Understanding
Communication hasn’t really happened until the other person not only receives your words but also understands them. You can request a “read receipt” when you send a message, but you also need to get an “understand receipt.” You can do that with questions like “Is anything unclear about that?” or “What do you understand based on what I’ve said?”

Over-Communicate
Actually, you can’t over-communicate. Or at least it is pretty hard to do.  People are busy and distracted. They forget things they should remember – things they want to remember. Communication is not a one-and-done event. Communicate again. And again.

What would it be like to come to work in a place where you never had to go on a deep dive for the information you need to do your job? How would it change the culture of your office if everyone was clear, direct and intentional in their communication? Why not take responsibility for making that happen and find out?

10-07-2021 Questions and Answers

10-07-2021 Questions and Answers 1200 628 Jill Pioter

Q:  What are the consequences if a Conference refuses to make Home Visits?

A:  No consequences are imposed. However, as Council leaders we must continue to encourage and advocate the fact that Home Visits are what makes us unique and unlike other charitable organizations. The Rule, Part III, Statute 8 clearly states: “Visits to those in need should be made in their environment.” We recognize that personal safety, COVID and other local factors may make such visits at times difficult to achieve. There are also some Conferences organized as Special Works Conferences. Leaders are asked to do their best to help members grow in spirituality though the experience of our basic Home Visit, conducted as “close to the customer” as possible.

Q:  Is the Society okay with Conferences using their Archdiocese parishes revolving accounts (PRF) instead of savings accounts?

A:  PRF accounts are acceptable if they are not comingled with parish funds, SVdP has sole access to the funds, and the funds are accessible immediately. These sort of agreements are rare; often the Pastor has funds access. Therefore such accounts must be viewed with great scrutiny and backed up with strong documentation.

Spanish Questions & Answers

P: ¿Cuáles son las consecuencias si una Conferencia se niega a realizar visitas domiciliarias?

R:  No se imponen consecuencias. Sin embargo, como líderes del Consejo, debemos continuar alentando y defendiendo el hecho de que las visitas domiciliarias son lo que nos hace únicos y diferentes a otras organizaciones caritativas. La Regla, Parte III, Estatuto 8 establece claramente: “Las visitas a aquellos en necesidad deben hacerse en su ambiente.” Reconocemos que la seguridad personal, el COVID y otros factores locales pueden hacer que, en ocasiones, estas visitas sean difíciles de lograr. También hay algunas Conferencias organizadas como Conferencias de Trabajos Especiales. Se pide a los líderes que hagan todo lo posible para ayudar a los miembros a crecer en espiritualidad a través de la experiencia de nuestra visita domiciliaria básica, realizada lo más “cerca del cliente” como sea posible.

P: ¿Está la Sociedad de acuerdo con que las Conferencias utilicen las cuentas rotativas parroquiales de la Arquidiócesis (PRF) en lugar de cuentas de ahorro?

R: Las cuentas de PRF son aceptables si no están combinadas con fondos parroquiales, SVdP tiene acceso exclusivo a los fondos y los fondos son accesibles de inmediato. Este tipo de acuerdos son raros; a menudo, el pastor tiene acceso a fondos. Por lo tanto, estas cuentas deben ser examinadas con gran escrutinio y respaldadas con documentación sólida.

Council Responsibilities to The Society

Council Responsibilities to The Society 1200 628 Jill Pioter

Two documents on the National Council website — What Is Expected of an Archdiocesan/Diocesan Council and What Is Expected of a District Council — clearly explain what a Council should be doing. A few key reminders are listed below. As part of the Society of St. Vincent de Paul, the Council will:

  • Accept and strive to achieve our stated missions.
  • Operate within the Rule, Manual, Nationally Approved Bylaws, and Resolutions of the Society.
  • Report annually on a timely basis on its activities and results.
  • Take part in the larger Society by attendance at meetings and participating in Regional or National Committees when asked to do so.
  • Share all best practices, processes, or procedures with other Councils whenever possible.
  • Actively promote training and formation of its members.
  • Develop a program of extending our work to those parishes within our Diocese that have no Conference.
  • Do everything possible to strengthen the spiritual life of its members.

We thought focusing attention on these expectations at the start of a new fiscal year would be helpful.

In addition to the documents linked above, another useful areas of the website that’s worth checking out is: https://members.ssvpusa.org/information-for-members/standards-of-excellence/.

9-30-21 Questions & Answers

9-30-21 Questions & Answers 1200 628 Jill Pioter
Q: We have two Conference members that for the past 8 years have not done any personal contact with the poor, but they do have a say on how we help those in need. Is there anything in the Rule that states they have to be involved person to person with our friends in need? If so, where is it written and where do we go from here with that?

A:  To be an active member you must be Catholic, attend meetings regularly, and participate in the works of the Society, which is helping our friends in need. However, this does not mean that someone who, for example,  works in a pantry and doesn’t do face to face visits but is still active isn’t a member, so long as they are doing works of the Society and not just attending meetings.  If they are only attending meetings and not doing the services/works, then they are not eligible to vote.  However, if the Conference allows them to attend the meetings, then the Conference is allowing them to offer opinions.

Q: Our Conference was formed with three parishes into one at the pastor’s request because the priest was the same in all three parishes.  We are a strong Conference with lots of good works.  The President is asking if another parish five miles down the road that has its own priest can join us?  I have asked him to start their own Conference.  Can we allow another parish to join in just because they want to?

 A: Multi-parish Conferences are perfectly acceptable, and can even be advantageous, as you can draw on a larger pool of parishioners for members and officers, and increase your donor base. Building on to the foundation of an existing strong Conference is certainly easier than starting a new Conference.  Since the neighboring parish has its own pastor, you need to get the permission of that pastor, as you’ll want to raise funds there, communicate the Society’s works in their bulletin, and do an annual Invitation to Serve pulpit appeal for members. Appoint a Conference VP from that parish, and over time, ensure a good balance of officers from all parishes.  Consider rotating meeting locations so it is easy for all to attend. You might consider the new parish as a “start up” process toward building their own Conference as soon as stabilized leaders and resources allow.

P: Tenemos dos miembros de la Conferencia que durante los últimos 8 años no han tenido ningún contacto personal con los pobres, pero sí tienen derecho de votar sobre cómo ayudamos a los que tienen necesidades. ¿Hay algo en la Regla que indique que deben participar de persona a persona con nuestros amigos con necesidades? Si es así, ¿dónde está escrito y qué hacemos?

R: Para ser un miembro activo debe ser católico, asistir a las reuniones con regularidad y participar en los trabajos de la Sociedad, que está ayudando a nuestros amigos con necesidades. Sin embargo, esto no significa que alguien que, por ejemplo, trabaja en una despensa y no hace visitas cara a cara, pero sigue activo, no es miembro, siempre y cuando esté haciendo trabajos de la Sociedad y no solo asistiendo en las reuniones. Si solo asisten a reuniones y no realizan los servicios/trabajos, entonces no son elegibles para votar. Sin embargo, si la Conferencia les permite asistir a las reuniones, entonces la Conferencia les permite ofrecer opiniones.

P: Nuestra Conferencia se formó con tres parroquias en una a petición del pastor porque el sacerdote era el mismo en las tres parroquias. Somos una Conferencia fuerte con muchas buenas obras. El presidente pregunta si otra parroquia a cinco millas más adelante que tenga su propio sacerdote puede unirse a nosotros. Le he pedido que inicie su propia Conferencia. ¿Podemos permitir que otra parroquia se una solo porque así lo desee?

R: Las Conferencias multiparroquiales son perfectamente aceptables y pueden ser ventajosas, ya que puede recurrir a un grupo más grande de feligreses para miembros y funcionarios, y aumentar su base de donantes. Construir sobre la fundación sólida de una Conferencia existente es ciertamente más fácil que comenzar una nueva Conferencia. Dado que la parroquia vecina tiene su propio pastor, debe obtener el permiso de él, ya que querrá recaudar fondos allí, comunicar los trabajos de la Sociedad en su boletín y hacer una invitación anual al púlpito para los miembros. Designe un vicepresidente de la Conferencia de esa parroquia y, con el tiempo, asegúrese de que haya un buen equilibrio entre los oficiales de todas las parroquias. Considere la posibilidad de rotar las ubicaciones de las reuniones para que sea fácil para todos asistir. Puede considerar la nueva parroquia como un proceso de “puesta en marcha” hacia la construcción de su propia Conferencia tan pronto como lo permitan los líderes y los recursos estabilizados.

Owners and Stakeholders – Part Two

Owners and Stakeholders – Part Two 1200 628 Jill Pioter

Last week we discussed five groups of people who should be considered stakeholders in what we do as Vincentians. Here are five additional groups:

  • Collaborative Nonprofit Organizations
  • Governmental Entities
  • The Community At Large
  • The Local Bishop (in the case of all Catholic organizations)
  • Pastors and Clergy (in the case of any Catholic organization supported by a parish)

Other nonprofit organizations are stakeholders. We all share a common goal to some degree. All nonprofits influence other nonprofit organizations in their community. Especially important are those nonprofits that we partner with. If the Society does something to damage its reputation, then those that collaborate with it also may suffer collateral damage.

Every nonprofit needs other nonprofits to accomplish larger projects. With diversity of missions nonprofits can share the overall needs of those served by sharing our strengths with each other. For example, a person may need shelter that is provided by another nonprofit while the same person also needs clothing or food that is available from our Society.

The city, county, state and federal governments are additional stakeholders. Nonprofits and their volunteers are significant contributors to the support of the responsibilities of all these governmental entities. If federal and state governments did not allow donations to nonprofits to be tax-deductible, much of our work would be impossible to fund. If nonprofit organizations did not exist, it would be left up to the governing bodies to provide necessary services to the public. Government agencies are very interested in what is done, how it is done, and the level of effectiveness and efficiency with which it is accomplished. They are also responsible to ensure that all laws are followed and that services provided do no harm to those who are served.

The entire community is a stakeholder. It has an interest in how those in need are served. The overall community and its image are improved when the disadvantaged are taken care of. The community is then thought of as a better place to live, raise children and experience a better quality of life. Where the care of those in need is provided by nonprofits, the taxes necessary for broader social services are lessened.

Residents of the community often consider themselves “owners” of our Society. Because the people of the community see our work, some become donors, some volunteer and some know of someone who was served. Most agree with our work and readily identify with what we do
even though they may not be directly involved. They may simply know that the Society of St. Vincent de Paul is in their community and helping the poor. That knowledge is important to them.

The finances of the nonprofit corporation are also more important to a wider community than the finances of a for-profit. Everyone who contributes in some way, who receives services, or who simply knows about its work consider themselves an owner or stakeholder. There is a perceived level of stewardship by the community. They expect the nonprofit to be run efficiently and that the money donated or granted to it goes toward intended programs. In fact, many people believe that nonprofit organizations should have plain, inexpensive offices and equipment. To them it is an indication that most of the donations are given to the poor and not to the people running the nonprofit. The people of the community will not tolerate what they consider to be excessive salaries. In their eyes a nonprofit employee is really a dedicated volunteer and does the work because of a love of the mission and not for a well-paid job. For many employees that is a reality.

In our Society we recognize the need to maximize the amount of our donations that goes directly to those in need. But that maximization cannot come at the expense of our employees who deserve adequate wages. The Society’s Voice of the Poor Committee has developed a policy
about a just wage for our employees. That policy has been approved by the National Council Members.

In the case of Catholic organizations, the local Bishop is responsible for all activities related to the Church in his Diocese. Because our Society is in the Diocese at the pleasure of the Bishop, he is a stakeholder. He allows us to be in the parishes because of our close relationship to the Church and the work we do for Christ’s poor. Because the way we operate directly reflects on the Diocese in the eyes of the community, and because our Society also contributes to the spiritual growth of its members and evangelizes by its members’ actions, the Bishop has great
interest in what we do. He knows that we assist in fulfilling the Church’s preferential option for the poor. This vital relationship requires regular and close attention. Keeping your Bishop informed about the activities and achievements of your Council should be a high priority.

Pastors and Clergy are stakeholders for reasons similar to those of the Bishop. Our presence in the parish helps the pastor and other clergy serve the poor and relieves the parish burden of responding to the needs of people coming to the Church for assistance. Always keep in mind that St. Vincent de Paul serves in the parish with the pastor’s permission.

The source of this article is Governance: Council and Board, the original version of which was authored by former National Vice President Terry Wilson.

Encounter the Presence of St. Elizabeth Ann Seton

Encounter the Presence of St. Elizabeth Ann Seton 1200 628 Jill Pioter

Save the Date!
Encounter the Presence of St. Elizabeth Ann Seton
March 31 – April 3, 2022
Online registration opens January 2022

Owners and Stakeholders – Part One

Owners and Stakeholders – Part One 1200 628 Jill Pioter

Have you ever considered the audiences you have as a Vincentian and especially as a Vincentian leader? Whether you are a Conference or Council President, a member of a Board of Directors, serve on a Committee or are an active or associate member of a Conference there are a number of people to whom you are accountable, are your audience, or have a stake in what you do and how you do it. We call these people “stakeholders.”

In for-profit companies the finances are mainly of interest to those who own the corporation or those interested in becoming owners. Nonprofit corporations, however, have many “owners,” also known as stakeholders. This week we’ll discuss five of these groups and next week an additional five.

  • Members
  • Those They Serve
  • Donors
  • Volunteers
  • Employees

Let’s talk about these one at a time:

Members

Members are stakeholders. In the Society of St. Vincent de Paul, most Vincentians consider their work to be a vocation. They believe in the mission and have invested heavily with their time, talent, and resources to help achieve it. More than that, it is often their very way of life.

The needs of those served make them stakeholders. For example, our Society’s mission is carried out by supplying people in need with services and goods they require to live a decent life. In many cases our help is the difference between the abject poverty of living on the street or the peace of having a place of their own in which to live.

Our Society’s work goes beyond food, shelter, clothes, furniture, etc. When life circumstances such as illness, job loss or poor decisions fall heavily on a person or family, Vincentians can bring hope, share our spirituality, and provide at least for basic needs.

Donors

Donors make our work possible. They want to be sure their donations are used to achieve the greatest amount of benefits for the program to which they contributed. Even though they know it is not possible, they would like every dollar they give to go directly to those in need.

Donors give of their time and money because they believe in what we do and how we do it. They want to find a way to give to the poor or make a difference in someone’s life. Our Society and the way we operate gives them confidence that their support will achieve their desires to help those in need.

Volunteers

Volunteers are closely aligned with any nonprofit, especially ours. They desire to contribute to those in need and to give back to the community for their own good fortune. They see the Society as a well-run organization that knows how to reach those in need and assist them. It is not uncommon that a volunteer will eventually become a member.

Employees

Employees work for any corporation or business to provide for their own needs. In our Society they become our partners in our mission. More than that, they become believers in our work and who we are. We expect them to present themselves to those we serve and the public in the same way a member does. They are often so involved that you find it hard to separate them from our Vincentian members.

They are true stakeholders because they both support and foster the mission and because they need to earn a living. Some may even be willing to continue to work for less than they can earn elsewhere. The Society has a responsibility to pay a living wage and provide necessary benefits. All members of the Society must ask: How can we live out our mission to help others if our own employees are underpaid?

The source of this article is Governance: Council and Board, the original version of which was authored by former National Vice President Terry Wilson.

SVdP Sends Infrastructure and Budget Letter to Congress

SVdP Sends Infrastructure and Budget Letter to Congress 1200 628 Jill Pioter

On behalf of the Society of St. Vincent de Paul and those we serve, SVdP National President Ralph Middlecamp recently sent a letter to Congress, urging Senators and Representatives to prioritize programs and policies that ensure poor and vulnerable families have access to stable housing, health care, and access to economic opportunity.

Click here to read the full letter, or visit our Voice of the Poor page to learn more.

To learn more about how you can contact your own elected officials about important issues like this, please sign up for our Voter Voice program.

Sign Up for Our Newsletter

Please enable JavaScript in your browser to complete this form.
Privacy Preferences

When you visit our website, it may store information through your browser from specific services, usually in the form of cookies. Here you can change your Privacy preferences. It is worth noting that blocking some types of cookies may impact your experience on our website and the services we are able to offer.

Click to enable/disable Google Analytics tracking code.
Click to enable/disable Google Fonts.
Click to enable/disable Google Maps.
Click to enable/disable video embeds.
Our website uses cookies, mainly from 3rd party services. Define your Privacy Preferences and/or agree to our use of cookies.
Skip to content