September 27, 2023 • 33 mins
Quote about change: "Learn to pace. Surround yourself with people who are smarter than you."
Have you ever wondered what it takes to pivot from a successful career in a for-profit sector to lead a non-profit organization? Cara Bahr, the current CEO of YWCA in Saskatoon, did just that and she reveals her motivations, challenges, and accomplishments in this journey. As a certified professional accountant, Cara was deeply entrenched in the financial industry. It wasn't just the job posting that drew her to the YWCA, but a deep-seated value of giving back, instilled in her by her parents. She discusses her leap of faith into the non-profit sector and the unique experiences that came with it.
Transitioning to a CEO role is challenging enough, but Cara faced the added pressures of the global COVID-19 pandemic. She shares how she tackled this new role while battling imposter syndrome and juggling her home life. Hear how she learned to refocus on the internal workings of her organization while maintaining her mental wellbeing. Cara's approach of showing up with mindfulness and positivity, even in trying times, is truly inspiring. She discusses the conscious planning that went into her transition and the power of being a steady anchor during periods of change.
Cara speaks candidly about the discomfort and frustration that comes with leading from the front, and the importance of understanding and fostering relationships. Contrary to common misconceptions, ambition and driven leadership are integral to the success of non-profit organizations. This podcast is a must for anyone contemplating a career transition or seeking an in-depth understanding of the non-profit sector.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to.
So you Want to Move to theCountry and Raise Goats?
This podcast features storiesfrom people who have gone
through change.
We hope that their insightswill help you better understand
and deal with the changes inyour life.
I'm Peggy Kanick and along withmy co-host, catherine Greiva,
(00:22):
we chat with insightful peoplewith interesting change stories.
We hope you enjoy our podcast.
Kara Barr is a certifiedprofessional accountant with an
established career as afinancial professional.
She always had an interest andfocus in community involvement
(00:46):
and giving back.
When she saw a job posting forthe CEO position with the YWCA
in Saskatoon, she took a riskand applied, knowing that her
values and belief in theimportance of community-based
organizations might not beenough to get her an interview.
She was interviewed and offeredthe position.
(01:06):
It was a big change, movingfrom the for-profit sector to a
leadership role in thenot-for-profit sector and
assuming her new role at thestart of the COVID lockdowns.
Taking a risk and rising to thechallenge, kara found her
groove.
We're very happy to welcome KaraBarr to the podcast today.
(01:29):
I first met Kara actually justwhen COVID was starting and she
had just taken on her newposition as CEO over at the YWCA
.
That was a number of years backand we've stayed in touch and
connected.
I'm interested in your story,kara, from before that time
(01:50):
because I know when you startedyou faced significant change.
But we'll get to that part ofyour story.
Let's start where you startedyour professional life and move
through the changes that you'vedealt with.
Speaker 2 (02:05):
Great.
I have a very career.
So I'm an accountant by trade.
I went to the University ofSaskatchewan I have a bachelor's
degree in sociology because Ithought I wanted to be a lawyer
and then changed my mind lastminute.
Then I got my accounting degreeand my CPA designation.
I started off my career atFederated Co-op and I was in
(02:26):
their retail audit function.
It was a wonderful job and agreat opportunity because I got
to travel all over WesternCanada auditing co-op stores.
I met a lot of great people andreally encountered some
interesting situations.
That's for sure that's where Istarted my career.
After that, I moved into publicpractice for a brief time,
(02:49):
decided I wasn't really into taxor audit, and then I moved into
industry.
I worked at Cover All BuildingSystems for a while I worked at
IRD and then I was fortunateenough in 2009 to join the team
at Affinity Credit Union, whereI spent almost 12 years and
really built my career in avariety of different roles there
(03:12):
.
Speaker 1 (03:14):
It feels like the credit union was really your
niche.
You really hit the groundrunning there.
Speaker 2 (03:20):
It is a wonderful organization.
The cooperatives in general aregreat organizations in terms of
the people that are there andthe work that they do.
What I really loved aboutAffinity is I had the
opportunity.
They believed in adaptabilityand flexibility of skillset.
I had the opportunity to takeon a lot of different roles and
(03:43):
experience a lot of differentbusiness functional areas.
It was really great.
I started off an internal auditand then I moved to managing
the credit support team.
We papered all the credit deals.
Then I moved into the corporatesocial responsibility and
community engagement role.
So a wide varied career, evenwith Affinity.
Speaker 3 (04:05):
Interesting, kara, how much of your professional
life has really been aroundaccountant right and that whole
work, but then moving intocorporate relations and
community relations andcorporate social responsibility,
that must have been quite adeviation from auditing retail,
(04:28):
for example, or anything to dowith papering credit union deals
.
Speaker 2 (04:33):
It was significantly different.
But I think one of the thingsthat you learn as an accountant,
especially as an auditor, isyou really learn to develop
authentic relationships withfolks, because often you're
putting folks in anuncomfortable situation.
So you really have to be goodat connecting with folks and
putting them at ease, and so Ithink those relationship skills
(04:56):
were what enabled me to moveinto the other areas throughout
my career and certainly my timein corporate social
responsibility.
Throughout all of that, I wasalways engaged in the community
throughout my career, so I'veserved on the boards of many
nonprofits and have beenconnected to the nonprofit
sector as a volunteer, so that'swhy it was a little bit easier
(05:18):
for me, I think, to just reallyjump into the sector after being
in financial services for solong.
Speaker 1 (05:24):
So when you were growing up, Kara, were there
things that you experienced thatsort of piqued your interest in
community and in the kind ofsocial service that you
eventually moved into?
Was that flame already burningback even before you went?
Speaker 2 (05:43):
into accounting.
Well, you know, my parents arereally good people and they
always instilled the values inme of giving back, and so they
were very involved my dad inparticular in the community.
So I observed that growing upand he's a big role model for me
and I've always strived to belike him.
So I think that's a big part ofit.
But in addition, I was justalways that kid who wanted to
(06:08):
join the student council,volunteer for this initiative or
that initiative.
There was something about itthat just brought me a lot of
joy, and so I engaged.
I loved engaging with community.
Speaker 1 (06:21):
I think you know making that jump from corporate
into not for profit is a bigjump.
So tell us about that.
When did you decide that thatwas the direction you were going
to go in?
Because I'm sure you could havehad a very successful career in
the corporate world.
But making that, that's a bigjump.
Speaker 2 (06:44):
It is a completely different game.
I think there were a number ofthings at play, so I wasn't
really sure what my next movewas.
At affinity, I knew I wanted togain some executive leadership
skills and I also just had thisdeeper calling that I needed to
serve at a higher level, and soI really just had my eyes open
for opportunities and I've beensort of looking for about six
(07:06):
months and then I saw theposting for the CEO position at
the YWCA and I thought, well,what the heck I'm going to apply
, and I honestly didn't think Iwould be shortlisted, because as
an accountant, you know, Idon't have the background.
A lot of folks that move intothese roles already come from
the social sector, the socialprofit sector.
So I was very fortunate to beshortlisted and to go through
(07:28):
the interview process, which Ihave to say, was the weirdest
interview process ever becauseit was right after shutdown.
So this was when we were justpivoting to Zoom and doing
everything online, and so I hada couple of rounds of interviews
.
They're all online.
I can't judge body language.
I don't know if I'm making aconnection.
It was pretty challenging.
(07:50):
It was a very interesting andchallenging process, you know,
kara.
Speaker 3 (07:53):
I've known you a number of years, and it's been
more your community work whileyou were at affinity, but I
never knew you in your role ataffinity, but more on the boards
you served on and the communityinvolvement.
So for me it didn't feel likeas big of a stretch or a big
(08:14):
surprise just because you weredoing the work.
So for you to become CEO of theY, the YWCA, you know, there
seemed to be alignment.
I'm really curious, though,what it's like to do community
work for a credit union, afinancial institution, and
community work for humanservices organization.
(08:37):
Are there differences?
Has it been easier or morechallenging one over the other?
Speaker 2 (08:45):
They're different, certainly.
So I think that the majordifference into moving into the
nonprofit sector itself isyou're trying to do so much with
so little, so there really is alack of resources available to
you, whereas at affinity, firstof all, it was a wonderful
culture, so the work I was doingwas really embraced and
(09:06):
acknowledged and there wereresources set aside to do the
work well, and so I think that'sprobably the primary difference
, the other piece being you hadother support teams available.
So I have 120 employees at theYWCA and we're unionized, but I
don't have any money for an HRfunction.
So that's me, whereas ataffinity, I had a whole HR team
(09:29):
behind me.
I had a whole marketing team.
We have a really smallmarketing and development team.
It services we didn't have.
We don't have IT services.
We worked with consultants.
So I think that has been thebiggest learning curve is really
trying to navigate thosechallenges, because that came
(09:50):
pretty easy at affinity.
Speaker 3 (09:51):
Honestly, yeah, the capacity just isn't there.
Is it at the not for profit?
Speaker 1 (09:55):
It's just not no.
Did you have intrepidationstepping into that role?
First of all, you weren'texpecting to get interviewed and
you did, and you went throughall the rounds and then you had
the offer.
Did you have some intrepidationabout moving from corporate
into not for profit?
Speaker 2 (10:13):
I certainly did.
I knew it would be differentand I anticipated that.
I was having a conversationwith my husband in the middle of
the recruitment process and Iremember sitting there thinking
I don't know what I'm moreafraid of getting this job or
not getting this job and sothat's how I knew it was where I
really wanted to be.
I certainly had trepidationgoing in.
(10:35):
I've been in a corporateenvironment that was a very
positive, wonderful environmentfor 12 years, though it really
was taking a big leap of faithand I think at the time I think
he might even thought I was alittle bit crazy for doing it,
but he's such a supportivepartner that it did make it
(10:56):
easier in the long run.
The one challenge I didn'tanticipate was sort of timing of
things that were happening inmy personal life with taking on
such a big role.
So you know, I've got two olderchildren and they were right in
the middle of high school asI'm making the transition, and
you know that can be a reallychallenging time for young
(11:18):
people and it was hard to givemyself fully in the CEO role and
give myself fully at home.
So I will admit you knowthere's certainly some guilt
with that, but you know, Ireally did the best I could to
show up 100% in both areas of mylife.
Speaker 3 (11:36):
I'm sure you were kind of wondering yourself can I
really do this, like I'veproven myself as an accountant
in private business, but can Ireally pull this off?
And I'm sure you were facedwith people that likely didn't
say it to your face, but we'reprobably wondering the same
thing what does Kara Bar knowabout running a significant
offer profit?
(11:57):
So, first of all, did thathappen?
And if it did, what was yourself-talk?
How did you bring yourselfalong?
And also, you know kind of facethose folks that are there, how
did you face those folks thatwere doubting you?
Speaker 2 (12:11):
Thank you for that.
That's a really good question.
I think the one thing I'velearned throughout my career is
that a lot of folks experienceimposter syndrome, and I think
this is even more prevalent forwomen.
So I think it's natural anytimeyou take on a new challenge to
have those feelings of doubt andmisgiving and just concerns in
general, and it's hard to workthrough that.
(12:34):
I've had other challenges inlife.
I was a single mom for quite afew years, with two you know
kids that were 16 months apart,and so there's been some
challenging circumstances and Ithink everybody experiences
those and I just kept tellingmyself it's one step at a time.
You've got this.
You're here for a reason.
(12:54):
The board of directors that Iwork with they are a remarkable
group of women and I'm not justsaying that.
I'm very, very fortunate andI've always had their support,
and there hasn't been one timein my tenure, the three years,
where I have felt doubted orunsupported.
So I think that that supportiveenvironment in addition to just
(13:17):
saying, take it one step at atime, learn how to pace Pacing
was a huge thing for me, Becausewhen you first get into a role
like this, you feel like you'redrinking from a fire hose.
It's a lot all of the time, andso I had to be really conscious
of taking time to make surethat I had enough time to think,
that I had enough time to planand I had enough downtime,
(13:39):
Because if I was empty, there'sno way I could serve at the
capacity I was being called toserve.
Speaker 1 (13:45):
And on top of all of that, you started your job right
when we went into COVIDpandemic shutdowns, right, you
were telling me a little bitabout that you didn't even get
to meet your staff, right?
That is a pretty crazy way tostart a CEO role.
So talk a little bit about that.
(14:05):
I mean, when you think aboutchange, that would have been a
significant change completelyoutside of what we normally
expect for when we start a newjob.
And then, on top of all that,the most senior role in the
organization.
Speaker 2 (14:21):
Yeah, that's a really good point.
It was a challenging time tostart the role.
Certainly, a lot of my staffwere still working from home, so
some of them I didn't meet, youknow, for several months.
I would meet them via Zoom butnot in person, and that's really
hard to sort of develop thecamaraderie and team in the same
way that you could when youwere convening folks in person.
(14:41):
So that was really challenging.
The other thing was offering 24seven service in an environment
where you had so many unknownvariables.
So in December 2020, we wereactually forced to shut down our
crisis shelter in residencebecause we had an outbreak and
it was right around Christmastime.
We were scrambling.
(15:02):
It was.
It was incredibly challengingand it was, and some folks
throughout the organizationpeople were at different comfort
levels with COVID, so you hadsome employees that were
incredibly fearful.
So now you've got a hugeleadership change.
You've got COVID happening.
It really was, in many ways, theperfect storm, but what gave me
(15:23):
comfort was that everybody elsewas going through similar
things.
So it wasn't just meexperiencing it or our
organization, it was everybodyelse, and there was a group of
nonprofits that got togetherevery Friday and shared
resources and shared strategies,and that was incredibly helpful
(15:45):
.
There was another benefit tothis, so part of my role is that
networking pieces being theface of the organization, donor
relations and a lot of that isin person work, but that was all
pushed aside for a year, so Ireally got the opportunity to
focus on what is happeninginternally and so I think I
joined a different time, at adifferent time.
(16:06):
It actually would have beenmore challenging, but in a
different way, so it was ablessing and a curse, but
certainly I learned a lot.
Speaker 1 (16:14):
So it seems to me, just listening to you talk, that
you have a combination ofresiliency and fearlessness.
That's my sense.
So where do you feel that hascome from?
What are the things that you'veexperienced in your life that
have helped you step right in,stand up and move forward during
(16:40):
tough times?
Speaker 2 (16:42):
Well, thank you for that.
That's a really big compliment.
I think it's just sort of allof life's experiences.
I also need to preface this bysaying that I come from a
background of significantprivilege, so I have a
wonderfully supportive familyand they have been with me
through some incredibly hardtimes.
So, yes, I've had some hardtimes.
(17:03):
I alluded to being a singleparent and trying to navigate
that space and work full timeand get my accounting
designation with two kids underthree, but I always had a
support network and I had peoplein my corner.
So I think resilience ingeneral is learned from going
through some tough times, andsome of us are just more
fortunate than others in termsof the support that we have
(17:25):
available, and so that's why thework that I do is so incredibly
important to me, because I seethe women and children we serve.
I see our clients.
A lot of them do not have thesupport network that I had.
So if I can do anything to helpthem move down that path, then
I'm gonna do my best to do that.
Speaker 3 (17:44):
Harry, you're always such an incredibly positive
person.
Every time I see you, you havea smile on your face, you're
polished, you're welcoming,you're confident, and yet just
what you've described.
Things haven't always been rosybehind the scenes, but it
sounds like you put on.
You just put on your game faceand you move forward.
(18:06):
Is that kind of automatic, morenatural, or do you really think
about it and work at it?
And how important is it to dothat as we move through periods
of change and challenging times?
Speaker 2 (18:21):
So it's definitely a thoughtful approach.
It's something even as I'mgoing into the office every day,
I have sort of my list of thethree most important things I
need to do, but I also have the.
I know the leaders that I'veexperienced who have done a
remarkable job are the ones thatare the calm in the eye of the
storm, and so leadership to meis about service.
(18:43):
It's about showing up for yourpeople, removing barriers and
really being that safe, steadyanchor for them when they need
it.
So a lot of times, like I couldbe having a really rough day I
might've had a disagreement withmy husband or a disagreement
with my child or they're goingthrough something but it's
conscious thought before I enterthat space and it's also
(19:08):
decompression and consciousthought as I exit and transition
back to home.
So it's a very I wouldn't sayit's a switch, but there's
definitely some time where I'mvery focused and concentrated on
how do I show up as my bestself for those who need me, in
whatever area of life.
That is, and I don't always doit well, like I've had a lot of
stumbles along the way, asignificant number of stumbles,
(19:33):
but all you can do is pickyourself up and move forward.
But it has to be conscious.
You can't just wing this stuff.
Speaker 1 (19:39):
Why did you learn that, kara?
I was never able to do that.
For years.
It was always this whirlingdervish at work and coming home
and being a whirling dervishright.
It was never a consciousdecompression.
I'm intrigued.
How did you learn that?
Speaker 2 (19:57):
I think by not doing it and realizing what I was
doing wasn't working, it'sreally hard.
It's hard to sort of transitionfrom one role to the other.
And yeah, it's just, I learnedover time through practice.
I really pay attention to whatis working and what isn't
working and how do I adjust andbe flexible and modify.
(20:19):
And I think if you take thatapproach with anything in life,
so even my employees like, it'sokay, we're gonna make mistakes,
let's just pick ourselves up,let's pivot.
I know that was the word ofCOVID is pivot and people are
sick of hearing it, but it'strue, you just have to pivot and
keep moving forward, becausewhat's the alternative?
(20:40):
There's no alternative.
Speaker 3 (20:42):
Well, you know, and also, as you say, it's not easy,
but that mindfulness it justbecomes sometimes our best
friend, isn't it?
Is that we're actually payingattention to what we're thinking
and what we're doing, and wedon't always do it well, but gee
, this isn't working.
Maybe I need to changesomething rather than just kind
of keep being on that sametreadmill that we're always on,
(21:06):
and I think part of your storytoo, kara, reminds us that, even
though when people meet you orwork with you, they assume that
you know, oh, she's made to CEO,of course she's doing well, we
all have struggles andchallenges and areas of change
in our life that we have tonavigate through to get us, and
it never ends.
(21:27):
I'm sure you're probablylooking at change now in your
organization and as you continueto lead it into the future.
Speaker 2 (21:34):
Absolutely the only constant in life is change, and
I don't know who said that, butit's a, I think, a pretty famous
quote.
But and I completely agree withthat Sometimes one of my fatal
flaws as a leader is tounderstand that not everybody
sees things that way and thatchange can be incredibly
difficult for some.
So in the past I've had toactually back up.
(21:56):
So even when I started in myrole as CEO, I came in, got in
hold ready to go let'soperationalize this strategic
plan, let's get moving.
And I took the strategic planto my leadership team who were
like we're not sure if this iswhat we wanna do, and I, you
know, there was just somehesitation and a lack of buy-in.
And then I thought, oh mygoodness, because I was already,
(22:19):
you know, 100 yards ahead ofthem.
I was out running.
And so for me, I really learnedthat you have to be able to
connect with those and meet themwhere they're at and then work
with them to get them to whereyou know they need to be to
serve in the best interest ofthe organization.
And that's true with, you know,family or kids or that kind of
(22:40):
thing too.
Sometimes they don't move atthe pace that you expect them to
or want them to, but what doyou do to go back and say, okay,
how do we move forward?
I think momentum and forwardmovement is so important and
there have been times in my lifewhere I've stagnated and I
don't like that feeling.
It doesn't feel good.
(23:01):
I think that's really where theresilience comes from, is the
discomfort of stagnation.
I mean, you're comfortablebeing uncomfortable.
Speaker 1 (23:12):
Yeah, I just wanted to make sure I've heard you
right.
You said discomfort with safety.
Is that what you said?
Speaker 2 (23:18):
Well, not safety, but stagnating.
So too much comfort isuncomfortable for me, because it
means I'm not growing and I'mnot moving forward.
But I've learned that otherfolks don't think that way, and
so I can't just assume thatthey're on the same page that I
am, which has created somechallenges and some fierce
(23:39):
conversations, and yeah, it's ajourney for sure.
Speaker 1 (23:43):
Well, does it cause frustration for you as well, or
yes, how do you manage that?
I mean, it's hard to be aheadof everyone and then have to
come back.
How do you manage thefrustration?
Speaker 2 (23:59):
I think it goes back to that mindfulness piece and I
really do like people.
I like all sorts of people Ilike.
Relationships are incrediblyimportant to me and I'm
sensitive when I've misstepped.
I don't like the feeling ofwhen I've misstepped, and so it
becomes a little bit easier forme to just kind of regroup and
step back and try, and of courseI'm frustrated.
(24:22):
It's very, very frustratingbecause there's just so much I
want to do and get done.
I've always been very ambitiousand driven, and so sometimes
slowing down is reallyuncomfortable for me.
There are times where you haveto go really slowly in order to
go quickly.
Speaker 3 (24:37):
You know, kara too, I love what you said about being
in a position of leadership, andI think it's so important for
leaders today to just understandthat we are leading regardless
of what gets thrown at us.
And it's really hard becausewe're often leading in times of
change organizational change,world pandemic and no, it may
(25:01):
not be what exactly we signed upfor, but when you're in a
leadership position, you've gotto figure it out.
It doesn't always, as you said,doesn't always go the way you
had planned, but that's hard ofbeing a leader is sorting it out
and meeting people who arethere at and rejigging, but
(25:21):
never, oh well, I didn't sign upfor this, so I'm pulling back
what you've described as a realmindset of being a strong leader
.
Speaker 2 (25:29):
Yeah, it's certainly hard.
I think there are differenttypes of leadership styles that
work in sort of differentsituations, but it's just really
important to meet your staffwhere they're at and to know
that you're there to serve.
You're there to help make theirday go better.
In my case, I'm removed fromthe frontline work.
The most important thing to meis that frontline work and
(25:52):
what's happening.
How are we servicing ourclients?
Are we making an impact?
Are we moving forward?
So if I'm a barrier or astressor, then we're not doing
that work.
So I think that's how I reallyview things is how do we move
forward together?
How do we really accomplishwhat we're meant to be doing?
(26:14):
It's not easy and you're right.
People throw stuff at you allthe time.
There are some times I laugh atthis and I have a really great
team.
They're fantastic People whowork in nonprofit and I know
Peggy, you and I talked aboutthis they're there not because
they're paid well, and that'strue.
Do I think they should be paidmore?
I 100% think they should bepaid more, but they're there
(26:36):
because they care.
They're there for the cause.
A good portion of them arethere for the cause, so they're
a really dedicated team.
But I've had folks that'll cometo me and say I'm just trying
to think the stuff that comesacross my desk.
Sometimes I'm like is thissomething I should be worried
about?
They don't like the coffeecreamer.
(26:57):
I'm like I think I'm going tonegotiate a contract over here
and leave it to you to figureout the coffee creamer.
Speaker 1 (27:05):
I think using words like ambitious and driven in a
conversation when you're talkingabout the not-for-profit sector
or human services, I think isreally sort of removes an
assumption that so many peoplemake about the not-for-profit
(27:26):
sector, Because we do needambition and we do need that
kind of very driving leadershipin the not-for-profit sector as
well.
So there's really an alignmentthere.
So people who are interestedand have a passion for social
services, human services, andthey're in the corporate sector
(27:48):
there's a fit there for sure.
Speaker 2 (27:50):
Yeah, it's always interesting to me, and even now
I'll have conversations withfolks that have been in business
or the corporate world fortheir entire careers and there's
almost like a downplaying ofthe work that nonprofits do Like
.
Sometimes I feel like folks arepatting me on the head a little
bit and saying, oh, isn't thatnice, but it's hard and we have
the same challenges thatbusinesses do.
(28:11):
They're just slightly different.
We're still all about thebottom line.
I like to refer.
For the longest time I heardthe con, I referred to
nonprofits as social profits andI really believe that.
So I think using theterminology nonprofit is
probably a disservice to theentire sector because it's just
(28:33):
focused on that financial pieceand there's so much more than
that.
Speaker 1 (28:36):
My apologies for using that term.
Speaker 2 (28:38):
No, I've been using it in this entire conversation.
I catch myself.
I use it all the time.
So, no, please don't apologize,but I do think that we need to
shift the conversation about theactual work that's done in the
nonprofit sector and thechallenges they face and how
important that work is, even ifyou look at it from an employer
(28:59):
perspective.
We employ a huge percentage ofthe population in the nonprofit
sector and the vast majority offolks working in nonprofit are
women.
Speaker 1 (29:10):
So to me, when we're devaluing the social profit
sector, you're continuing thatview, that system of devaluing
women's work Right and now thatwe have, there is such a need
for social profit organizationsin this time.
There always has been, but itseems that there's an
(29:34):
accelerating need, a greaterneed.
So does the YW have plans goingforward to move forward with an
agenda on change?
Speaker 2 (29:48):
Absolutely so.
When I came on board, the boardgave me a growth mandate, so we
knew we were creating goodimpact in the community, but we
knew we had the ability to domore and we should be doing more
.
It was our responsibility to domore.
So in 2022, we turned away4,922 women and children.
We don't know where they went.
That's not okay for thiscommunity.
(30:09):
We should all be ashamed ofthat.
So we've worked really hard todevelop a strategy to move
forward.
There'll be some bigannouncements here right away,
beginning of September, but wehave a definitive plan to house
more vulnerable women andchildren as an example.
The next thing on my list isthere seems to be a big call for
more childcare space, and so,as we move into our next
(30:33):
strategic planning cycle, that'scertainly at the top of my list
.
How do we ensure that morefamilies have access to good
childcare?
So it's really about movingforward, meeting community needs
and doing the best we can do tomake Saskatoon the best
community it can be.
So we definitely have a planand I'm really excited about it.
Speaker 3 (30:56):
What are you doing these days so that you
personally don't become stagnant?
Speaker 2 (31:02):
That's a really good question.
You know, I'm always trying tolearn in whatever that looks
like.
So of course, in the nonprofitsector there's not a lot of
professional development dollars, but anytime I can take free
webinars or take courses orlisten to podcasts I listen to
your podcasts all the time and Ifound it very helpful.
(31:23):
It's wonderful.
But the other thing I learnedis that you should always
surround yourself with peoplethat are smarter than you.
So I've worked really hard inthe last.
I don't even know if it'sworking hard, but I'm very
conscious of surrounding myselfwith people that are smarter
than me that I can learn a lotfrom.
So I just was on a girls tripaway this last weekend and I
(31:45):
went with two of my very bestgirlfriends who are 100% smarter
than me, and I just loved beingwith them because they, we
build each other up.
We learn from each other.
So I think sometimes learningcan be informal in that way, but
you have to be very consciousas to who you're spending your
time with.
Speaker 3 (32:05):
Well, kara, this has been really good.
Thank you so much and, I gottasay, living in this community, I
want to personally thank youfor putting your resume in,
taking a chance on yourself andstepping in as the CEO of the
YWCI.
There's just been someremarkable work that's already
been done under your leadershipand it sounds like there's more
(32:27):
to come that we'll be watchingto see what unfolds for the Y.
Speaker 2 (32:32):
Well, thank you, it really has been an honor and
privilege to be here, and I'mreally grateful to you too for
taking the time out of your day.
Speaker 1 (32:45):
If you've learned just one thing about change
while listening to this podcast,please subscribe on Apple or
Spotify and share with a friend.
This episode recorded via ZoomAudio.
Producers Peggy Kanick andKatherine Greiba.
Executive producer.
Kanick Leadership Advisorytheme music La Pompeie, written
(33:06):
by Chris Harrington, musicpublisher in Votto Market.
For information on this podcast, please visit wwwgetyourgoatca.
Welcome to.
So you Want to Move to theCountry and Raise Goats?
This podcast features storiesfrom people who have gone
through change.
We hope that their insightswill help you better understand
and deal with the changes inyour life.
I'm Peggy Kanick and along withmy co-host, catherine Greiva,
(00:22):
we chat with insightful peoplewith interesting change stories.
We hope you enjoy our podcast.
Kara Barr is a certifiedprofessional accountant with an
established career as afinancial professional.
She always had an interest andfocus in community involvement
(00:46):
and giving back.
When she saw a job posting forthe CEO position with the YWCA
in Saskatoon, she took a riskand applied, knowing that her
values and belief in theimportance of community-based
organizations might not beenough to get her an interview.
She was interviewed and offeredthe position.
(01:06):
It was a big change, movingfrom the for-profit sector to a
leadership role in thenot-for-profit sector and
assuming her new role at thestart of the COVID lockdowns.
Taking a risk and rising to thechallenge, kara found her
groove.
We're very happy to welcome KaraBarr to the podcast today.
(01:29):
I first met Kara actually justwhen COVID was starting and she
had just taken on her newposition as CEO over at the YWCA
.
That was a number of years backand we've stayed in touch and
connected.
I'm interested in your story,kara, from before that time
(01:50):
because I know when you startedyou faced significant change.
But we'll get to that part ofyour story.
Let's start where you startedyour professional life and move
through the changes that you'vedealt with.
Speaker 2 (02:05):
Great.
I have a very career.
So I'm an accountant by trade.
I went to the University ofSaskatchewan I have a bachelor's
degree in sociology because Ithought I wanted to be a lawyer
and then changed my mind lastminute.
Then I got my accounting degreeand my CPA designation.
I started off my career atFederated Co-op and I was in
(02:26):
their retail audit function.
It was a wonderful job and agreat opportunity because I got
to travel all over WesternCanada auditing co-op stores.
I met a lot of great people andreally encountered some
interesting situations.
That's for sure that's where Istarted my career.
After that, I moved into publicpractice for a brief time,
(02:49):
decided I wasn't really into taxor audit, and then I moved into
industry.
I worked at Cover All BuildingSystems for a while I worked at
IRD and then I was fortunateenough in 2009 to join the team
at Affinity Credit Union, whereI spent almost 12 years and
really built my career in avariety of different roles there
(03:12):
.
Speaker 1 (03:14):
It feels like the credit union was really your
niche.
You really hit the groundrunning there.
Speaker 2 (03:20):
It is a wonderful organization.
The cooperatives in general aregreat organizations in terms of
the people that are there andthe work that they do.
What I really loved aboutAffinity is I had the
opportunity.
They believed in adaptabilityand flexibility of skillset.
I had the opportunity to takeon a lot of different roles and
(03:43):
experience a lot of differentbusiness functional areas.
It was really great.
I started off an internal auditand then I moved to managing
the credit support team.
We papered all the credit deals.
Then I moved into the corporatesocial responsibility and
community engagement role.
So a wide varied career, evenwith Affinity.
Speaker 3 (04:05):
Interesting, kara, how much of your professional
life has really been aroundaccountant right and that whole
work, but then moving intocorporate relations and
community relations andcorporate social responsibility,
that must have been quite adeviation from auditing retail,
(04:28):
for example, or anything to dowith papering credit union deals
.
Speaker 2 (04:33):
It was significantly different.
But I think one of the thingsthat you learn as an accountant,
especially as an auditor, isyou really learn to develop
authentic relationships withfolks, because often you're
putting folks in anuncomfortable situation.
So you really have to be goodat connecting with folks and
putting them at ease, and so Ithink those relationship skills
(04:56):
were what enabled me to moveinto the other areas throughout
my career and certainly my timein corporate social
responsibility.
Throughout all of that, I wasalways engaged in the community
throughout my career, so I'veserved on the boards of many
nonprofits and have beenconnected to the nonprofit
sector as a volunteer, so that'swhy it was a little bit easier
(05:18):
for me, I think, to just reallyjump into the sector after being
in financial services for solong.
Speaker 1 (05:24):
So when you were growing up, Kara, were there
things that you experienced thatsort of piqued your interest in
community and in the kind ofsocial service that you
eventually moved into?
Was that flame already burningback even before you went?
Speaker 2 (05:43):
into accounting.
Well, you know, my parents arereally good people and they
always instilled the values inme of giving back, and so they
were very involved my dad inparticular in the community.
So I observed that growing upand he's a big role model for me
and I've always strived to belike him.
So I think that's a big part ofit.
But in addition, I was justalways that kid who wanted to
(06:08):
join the student council,volunteer for this initiative or
that initiative.
There was something about itthat just brought me a lot of
joy, and so I engaged.
I loved engaging with community.
Speaker 1 (06:21):
I think you know making that jump from corporate
into not for profit is a bigjump.
So tell us about that.
When did you decide that thatwas the direction you were going
to go in?
Because I'm sure you could havehad a very successful career in
the corporate world.
But making that, that's a bigjump.
Speaker 2 (06:44):
It is a completely different game.
I think there were a number ofthings at play, so I wasn't
really sure what my next movewas.
At affinity, I knew I wanted togain some executive leadership
skills and I also just had thisdeeper calling that I needed to
serve at a higher level, and soI really just had my eyes open
for opportunities and I've beensort of looking for about six
(07:06):
months and then I saw theposting for the CEO position at
the YWCA and I thought, well,what the heck I'm going to apply
, and I honestly didn't think Iwould be shortlisted, because as
an accountant, you know, Idon't have the background.
A lot of folks that move intothese roles already come from
the social sector, the socialprofit sector.
So I was very fortunate to beshortlisted and to go through
(07:28):
the interview process, which Ihave to say, was the weirdest
interview process ever becauseit was right after shutdown.
So this was when we were justpivoting to Zoom and doing
everything online, and so I hada couple of rounds of interviews
.
They're all online.
I can't judge body language.
I don't know if I'm making aconnection.
It was pretty challenging.
(07:50):
It was a very interesting andchallenging process, you know,
kara.
Speaker 3 (07:53):
I've known you a number of years, and it's been
more your community work whileyou were at affinity, but I
never knew you in your role ataffinity, but more on the boards
you served on and the communityinvolvement.
So for me it didn't feel likeas big of a stretch or a big
(08:14):
surprise just because you weredoing the work.
So for you to become CEO of theY, the YWCA, you know, there
seemed to be alignment.
I'm really curious, though,what it's like to do community
work for a credit union, afinancial institution, and
community work for humanservices organization.
(08:37):
Are there differences?
Has it been easier or morechallenging one over the other?
Speaker 2 (08:45):
They're different, certainly.
So I think that the majordifference into moving into the
nonprofit sector itself isyou're trying to do so much with
so little, so there really is alack of resources available to
you, whereas at affinity, firstof all, it was a wonderful
culture, so the work I was doingwas really embraced and
(09:06):
acknowledged and there wereresources set aside to do the
work well, and so I think that'sprobably the primary difference
, the other piece being you hadother support teams available.
So I have 120 employees at theYWCA and we're unionized, but I
don't have any money for an HRfunction.
So that's me, whereas ataffinity, I had a whole HR team
(09:29):
behind me.
I had a whole marketing team.
We have a really smallmarketing and development team.
It services we didn't have.
We don't have IT services.
We worked with consultants.
So I think that has been thebiggest learning curve is really
trying to navigate thosechallenges, because that came
(09:50):
pretty easy at affinity.
Speaker 3 (09:51):
Honestly, yeah, the capacity just isn't there.
Is it at the not for profit?
Speaker 1 (09:55):
It's just not no.
Did you have intrepidationstepping into that role?
First of all, you weren'texpecting to get interviewed and
you did, and you went throughall the rounds and then you had
the offer.
Did you have some intrepidationabout moving from corporate
into not for profit?
Speaker 2 (10:13):
I certainly did.
I knew it would be differentand I anticipated that.
I was having a conversationwith my husband in the middle of
the recruitment process and Iremember sitting there thinking
I don't know what I'm moreafraid of getting this job or
not getting this job and sothat's how I knew it was where I
really wanted to be.
I certainly had trepidationgoing in.
(10:35):
I've been in a corporateenvironment that was a very
positive, wonderful environmentfor 12 years, though it really
was taking a big leap of faithand I think at the time I think
he might even thought I was alittle bit crazy for doing it,
but he's such a supportivepartner that it did make it
(10:56):
easier in the long run.
The one challenge I didn'tanticipate was sort of timing of
things that were happening inmy personal life with taking on
such a big role.
So you know, I've got two olderchildren and they were right in
the middle of high school asI'm making the transition, and
you know that can be a reallychallenging time for young
(11:18):
people and it was hard to givemyself fully in the CEO role and
give myself fully at home.
So I will admit you knowthere's certainly some guilt
with that, but you know, Ireally did the best I could to
show up 100% in both areas of mylife.
Speaker 3 (11:36):
I'm sure you were kind of wondering yourself can I
really do this, like I'veproven myself as an accountant
in private business, but can Ireally pull this off?
And I'm sure you were facedwith people that likely didn't
say it to your face, but we'reprobably wondering the same
thing what does Kara Bar knowabout running a significant
offer profit?
(11:57):
So, first of all, did thathappen?
And if it did, what was yourself-talk?
How did you bring yourselfalong?
And also, you know kind of facethose folks that are there, how
did you face those folks thatwere doubting you?
Speaker 2 (12:11):
Thank you for that.
That's a really good question.
I think the one thing I'velearned throughout my career is
that a lot of folks experienceimposter syndrome, and I think
this is even more prevalent forwomen.
So I think it's natural anytimeyou take on a new challenge to
have those feelings of doubt andmisgiving and just concerns in
general, and it's hard to workthrough that.
(12:34):
I've had other challenges inlife.
I was a single mom for quite afew years, with two you know
kids that were 16 months apart,and so there's been some
challenging circumstances and Ithink everybody experiences
those and I just kept tellingmyself it's one step at a time.
You've got this.
You're here for a reason.
(12:54):
The board of directors that Iwork with they are a remarkable
group of women and I'm not justsaying that.
I'm very, very fortunate andI've always had their support,
and there hasn't been one timein my tenure, the three years,
where I have felt doubted orunsupported.
So I think that that supportiveenvironment in addition to just
(13:17):
saying, take it one step at atime, learn how to pace Pacing
was a huge thing for me, Becausewhen you first get into a role
like this, you feel like you'redrinking from a fire hose.
It's a lot all of the time, andso I had to be really conscious
of taking time to make surethat I had enough time to think,
that I had enough time to planand I had enough downtime,
(13:39):
Because if I was empty, there'sno way I could serve at the
capacity I was being called toserve.
Speaker 1 (13:45):
And on top of all of that, you started your job right
when we went into COVIDpandemic shutdowns, right, you
were telling me a little bitabout that you didn't even get
to meet your staff, right?
That is a pretty crazy way tostart a CEO role.
So talk a little bit about that.
(14:05):
I mean, when you think aboutchange, that would have been a
significant change completelyoutside of what we normally
expect for when we start a newjob.
And then, on top of all that,the most senior role in the
organization.
Speaker 2 (14:21):
Yeah, that's a really good point.
It was a challenging time tostart the role.
Certainly, a lot of my staffwere still working from home, so
some of them I didn't meet, youknow, for several months.
I would meet them via Zoom butnot in person, and that's really
hard to sort of develop thecamaraderie and team in the same
way that you could when youwere convening folks in person.
(14:41):
So that was really challenging.
The other thing was offering 24seven service in an environment
where you had so many unknownvariables.
So in December 2020, we wereactually forced to shut down our
crisis shelter in residencebecause we had an outbreak and
it was right around Christmastime.
We were scrambling.
(15:02):
It was.
It was incredibly challengingand it was, and some folks
throughout the organizationpeople were at different comfort
levels with COVID, so you hadsome employees that were
incredibly fearful.
So now you've got a hugeleadership change.
You've got COVID happening.
It really was, in many ways, theperfect storm, but what gave me
(15:23):
comfort was that everybody elsewas going through similar
things.
So it wasn't just meexperiencing it or our
organization, it was everybodyelse, and there was a group of
nonprofits that got togetherevery Friday and shared
resources and shared strategies,and that was incredibly helpful
(15:45):
.
There was another benefit tothis, so part of my role is that
networking pieces being theface of the organization, donor
relations and a lot of that isin person work, but that was all
pushed aside for a year, so Ireally got the opportunity to
focus on what is happeninginternally and so I think I
joined a different time, at adifferent time.
(16:06):
It actually would have beenmore challenging, but in a
different way, so it was ablessing and a curse, but
certainly I learned a lot.
Speaker 1 (16:14):
So it seems to me, just listening to you talk, that
you have a combination ofresiliency and fearlessness.
That's my sense.
So where do you feel that hascome from?
What are the things that you'veexperienced in your life that
have helped you step right in,stand up and move forward during
(16:40):
tough times?
Speaker 2 (16:42):
Well, thank you for that.
That's a really big compliment.
I think it's just sort of allof life's experiences.
I also need to preface this bysaying that I come from a
background of significantprivilege, so I have a
wonderfully supportive familyand they have been with me
through some incredibly hardtimes.
So, yes, I've had some hardtimes.
(17:03):
I alluded to being a singleparent and trying to navigate
that space and work full timeand get my accounting
designation with two kids underthree, but I always had a
support network and I had peoplein my corner.
So I think resilience ingeneral is learned from going
through some tough times, andsome of us are just more
fortunate than others in termsof the support that we have
(17:25):
available, and so that's why thework that I do is so incredibly
important to me, because I seethe women and children we serve.
I see our clients.
A lot of them do not have thesupport network that I had.
So if I can do anything to helpthem move down that path, then
I'm gonna do my best to do that.
Speaker 3 (17:44):
Harry, you're always such an incredibly positive
person.
Every time I see you, you havea smile on your face, you're
polished, you're welcoming,you're confident, and yet just
what you've described.
Things haven't always been rosybehind the scenes, but it
sounds like you put on.
You just put on your game faceand you move forward.
(18:06):
Is that kind of automatic, morenatural, or do you really think
about it and work at it?
And how important is it to dothat as we move through periods
of change and challenging times?
Speaker 2 (18:21):
So it's definitely a thoughtful approach.
It's something even as I'mgoing into the office every day,
I have sort of my list of thethree most important things I
need to do, but I also have the.
I know the leaders that I'veexperienced who have done a
remarkable job are the ones thatare the calm in the eye of the
storm, and so leadership to meis about service.
(18:43):
It's about showing up for yourpeople, removing barriers and
really being that safe, steadyanchor for them when they need
it.
So a lot of times, like I couldbe having a really rough day I
might've had a disagreement withmy husband or a disagreement
with my child or they're goingthrough something but it's
conscious thought before I enterthat space and it's also
(19:08):
decompression and consciousthought as I exit and transition
back to home.
So it's a very I wouldn't sayit's a switch, but there's
definitely some time where I'mvery focused and concentrated on
how do I show up as my bestself for those who need me, in
whatever area of life.
That is, and I don't always doit well, like I've had a lot of
stumbles along the way, asignificant number of stumbles,
(19:33):
but all you can do is pickyourself up and move forward.
But it has to be conscious.
You can't just wing this stuff.
Speaker 1 (19:39):
Why did you learn that, kara?
I was never able to do that.
For years.
It was always this whirlingdervish at work and coming home
and being a whirling dervishright.
It was never a consciousdecompression.
I'm intrigued.
How did you learn that?
Speaker 2 (19:57):
I think by not doing it and realizing what I was
doing wasn't working, it'sreally hard.
It's hard to sort of transitionfrom one role to the other.
And yeah, it's just, I learnedover time through practice.
I really pay attention to whatis working and what isn't
working and how do I adjust andbe flexible and modify.
(20:19):
And I think if you take thatapproach with anything in life,
so even my employees like, it'sokay, we're gonna make mistakes,
let's just pick ourselves up,let's pivot.
I know that was the word ofCOVID is pivot and people are
sick of hearing it, but it'strue, you just have to pivot and
keep moving forward, becausewhat's the alternative?
(20:40):
There's no alternative.
Speaker 3 (20:42):
Well, you know, and also, as you say, it's not easy,
but that mindfulness it justbecomes sometimes our best
friend, isn't it?
Is that we're actually payingattention to what we're thinking
and what we're doing, and wedon't always do it well, but gee
, this isn't working.
Maybe I need to changesomething rather than just kind
of keep being on that sametreadmill that we're always on,
(21:06):
and I think part of your storytoo, kara, reminds us that, even
though when people meet you orwork with you, they assume that
you know, oh, she's made to CEO,of course she's doing well, we
all have struggles andchallenges and areas of change
in our life that we have tonavigate through to get us, and
it never ends.
(21:27):
I'm sure you're probablylooking at change now in your
organization and as you continueto lead it into the future.
Speaker 2 (21:34):
Absolutely the only constant in life is change, and
I don't know who said that, butit's a, I think, a pretty famous
quote.
But and I completely agree withthat Sometimes one of my fatal
flaws as a leader is tounderstand that not everybody
sees things that way and thatchange can be incredibly
difficult for some.
So in the past I've had toactually back up.
(21:56):
So even when I started in myrole as CEO, I came in, got in
hold ready to go let'soperationalize this strategic
plan, let's get moving.
And I took the strategic planto my leadership team who were
like we're not sure if this iswhat we wanna do, and I, you
know, there was just somehesitation and a lack of buy-in.
And then I thought, oh mygoodness, because I was already,
(22:19):
you know, 100 yards ahead ofthem.
I was out running.
And so for me, I really learnedthat you have to be able to
connect with those and meet themwhere they're at and then work
with them to get them to whereyou know they need to be to
serve in the best interest ofthe organization.
And that's true with, you know,family or kids or that kind of
(22:40):
thing too.
Sometimes they don't move atthe pace that you expect them to
or want them to, but what doyou do to go back and say, okay,
how do we move forward?
I think momentum and forwardmovement is so important and
there have been times in my lifewhere I've stagnated and I
don't like that feeling.
It doesn't feel good.
(23:01):
I think that's really where theresilience comes from, is the
discomfort of stagnation.
I mean, you're comfortablebeing uncomfortable.
Speaker 1 (23:12):
Yeah, I just wanted to make sure I've heard you
right.
You said discomfort with safety.
Is that what you said?
Speaker 2 (23:18):
Well, not safety, but stagnating.
So too much comfort isuncomfortable for me, because it
means I'm not growing and I'mnot moving forward.
But I've learned that otherfolks don't think that way, and
so I can't just assume thatthey're on the same page that I
am, which has created somechallenges and some fierce
(23:39):
conversations, and yeah, it's ajourney for sure.
Speaker 1 (23:43):
Well, does it cause frustration for you as well, or
yes, how do you manage that?
I mean, it's hard to be aheadof everyone and then have to
come back.
How do you manage thefrustration?
Speaker 2 (23:59):
I think it goes back to that mindfulness piece and I
really do like people.
I like all sorts of people Ilike.
Relationships are incrediblyimportant to me and I'm
sensitive when I've misstepped.
I don't like the feeling ofwhen I've misstepped, and so it
becomes a little bit easier forme to just kind of regroup and
step back and try, and of courseI'm frustrated.
(24:22):
It's very, very frustratingbecause there's just so much I
want to do and get done.
I've always been very ambitiousand driven, and so sometimes
slowing down is reallyuncomfortable for me.
There are times where you haveto go really slowly in order to
go quickly.
Speaker 3 (24:37):
You know, kara too, I love what you said about being
in a position of leadership, andI think it's so important for
leaders today to just understandthat we are leading regardless
of what gets thrown at us.
And it's really hard becausewe're often leading in times of
change organizational change,world pandemic and no, it may
(25:01):
not be what exactly we signed upfor, but when you're in a
leadership position, you've gotto figure it out.
It doesn't always, as you said,doesn't always go the way you
had planned, but that's hard ofbeing a leader is sorting it out
and meeting people who arethere at and rejigging, but
(25:21):
never, oh well, I didn't sign upfor this, so I'm pulling back
what you've described as a realmindset of being a strong leader
.
Speaker 2 (25:29):
Yeah, it's certainly hard.
I think there are differenttypes of leadership styles that
work in sort of differentsituations, but it's just really
important to meet your staffwhere they're at and to know
that you're there to serve.
You're there to help make theirday go better.
In my case, I'm removed fromthe frontline work.
The most important thing to meis that frontline work and
(25:52):
what's happening.
How are we servicing ourclients?
Are we making an impact?
Are we moving forward?
So if I'm a barrier or astressor, then we're not doing
that work.
So I think that's how I reallyview things is how do we move
forward together?
How do we really accomplishwhat we're meant to be doing?
(26:14):
It's not easy and you're right.
People throw stuff at you allthe time.
There are some times I laugh atthis and I have a really great
team.
They're fantastic People whowork in nonprofit and I know
Peggy, you and I talked aboutthis they're there not because
they're paid well, and that'strue.
Do I think they should be paidmore?
I 100% think they should bepaid more, but they're there
(26:36):
because they care.
They're there for the cause.
A good portion of them arethere for the cause, so they're
a really dedicated team.
But I've had folks that'll cometo me and say I'm just trying
to think the stuff that comesacross my desk.
Sometimes I'm like is thissomething I should be worried
about?
They don't like the coffeecreamer.
(26:57):
I'm like I think I'm going tonegotiate a contract over here
and leave it to you to figureout the coffee creamer.
Speaker 1 (27:05):
I think using words like ambitious and driven in a
conversation when you're talkingabout the not-for-profit sector
or human services, I think isreally sort of removes an
assumption that so many peoplemake about the not-for-profit
(27:26):
sector, Because we do needambition and we do need that
kind of very driving leadershipin the not-for-profit sector as
well.
So there's really an alignmentthere.
So people who are interestedand have a passion for social
services, human services, andthey're in the corporate sector
(27:48):
there's a fit there for sure.
Speaker 2 (27:50):
Yeah, it's always interesting to me, and even now
I'll have conversations withfolks that have been in business
or the corporate world fortheir entire careers and there's
almost like a downplaying ofthe work that nonprofits do Like
.
Sometimes I feel like folks arepatting me on the head a little
bit and saying, oh, isn't thatnice, but it's hard and we have
the same challenges thatbusinesses do.
(28:11):
They're just slightly different.
We're still all about thebottom line.
I like to refer.
For the longest time I heardthe con, I referred to
nonprofits as social profits andI really believe that.
So I think using theterminology nonprofit is
probably a disservice to theentire sector because it's just
(28:33):
focused on that financial pieceand there's so much more than
that.
Speaker 1 (28:36):
My apologies for using that term.
Speaker 2 (28:38):
No, I've been using it in this entire conversation.
I catch myself.
I use it all the time.
So, no, please don't apologize,but I do think that we need to
shift the conversation about theactual work that's done in the
nonprofit sector and thechallenges they face and how
important that work is, even ifyou look at it from an employer
(28:59):
perspective.
We employ a huge percentage ofthe population in the nonprofit
sector and the vast majority offolks working in nonprofit are
women.
Speaker 1 (29:10):
So to me, when we're devaluing the social profit
sector, you're continuing thatview, that system of devaluing
women's work Right and now thatwe have, there is such a need
for social profit organizationsin this time.
There always has been, but itseems that there's an
(29:34):
accelerating need, a greaterneed.
So does the YW have plans goingforward to move forward with an
agenda on change?
Speaker 2 (29:48):
Absolutely so.
When I came on board, the boardgave me a growth mandate, so we
knew we were creating goodimpact in the community, but we
knew we had the ability to domore and we should be doing more
.
It was our responsibility to domore.
So in 2022, we turned away4,922 women and children.
We don't know where they went.
That's not okay for thiscommunity.
(30:09):
We should all be ashamed ofthat.
So we've worked really hard todevelop a strategy to move
forward.
There'll be some bigannouncements here right away,
beginning of September, but wehave a definitive plan to house
more vulnerable women andchildren as an example.
The next thing on my list isthere seems to be a big call for
more childcare space, and so,as we move into our next
(30:33):
strategic planning cycle, that'scertainly at the top of my list
.
How do we ensure that morefamilies have access to good
childcare?
So it's really about movingforward, meeting community needs
and doing the best we can do tomake Saskatoon the best
community it can be.
So we definitely have a planand I'm really excited about it.
Speaker 3 (30:56):
What are you doing these days so that you
personally don't become stagnant?
Speaker 2 (31:02):
That's a really good question.
You know, I'm always trying tolearn in whatever that looks
like.
So of course, in the nonprofitsector there's not a lot of
professional development dollars, but anytime I can take free
webinars or take courses orlisten to podcasts I listen to
your podcasts all the time and Ifound it very helpful.
(31:23):
It's wonderful.
But the other thing I learnedis that you should always
surround yourself with peoplethat are smarter than you.
So I've worked really hard inthe last.
I don't even know if it'sworking hard, but I'm very
conscious of surrounding myselfwith people that are smarter
than me that I can learn a lotfrom.
So I just was on a girls tripaway this last weekend and I
(31:45):
went with two of my very bestgirlfriends who are 100% smarter
than me, and I just loved beingwith them because they, we
build each other up.
We learn from each other.
So I think sometimes learningcan be informal in that way, but
you have to be very consciousas to who you're spending your
time with.
Speaker 3 (32:05):
Well, kara, this has been really good.
Thank you so much and, I gottasay, living in this community, I
want to personally thank youfor putting your resume in,
taking a chance on yourself andstepping in as the CEO of the
YWCI.
There's just been someremarkable work that's already
been done under your leadershipand it sounds like there's more
(32:27):
to come that we'll be watchingto see what unfolds for the Y.
Speaker 2 (32:32):
Well, thank you, it really has been an honor and
privilege to be here, and I'mreally grateful to you too for
taking the time out of your day.
Speaker 1 (32:45):
If you've learned just one thing about change
while listening to this podcast,please subscribe on Apple or
Spotify and share with a friend.
This episode recorded via ZoomAudio.
Producers Peggy Kanick andKatherine Greiba.
Executive producer.
Kanick Leadership Advisorytheme music La Pompeie, written
(33:06):
by Chris Harrington, musicpublisher in Votto Market.
For information on this podcast, please visit wwwgetyourgoatca.
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