Learning What It Really Means to Serve, Lead, and Make a Difference.
Six years ago, after more than thirty years in the “for-profit” sector, I was presented with the opportunity to join the “non-profit” world on what was supposed to be a six-month contract, the first of what became a series of short-term contracts.
I did not know what to expect. I thought I was reasonably well-informed about the issues facing my community, but I also wondered whether, as someone without a background in social services, I would be accepted.
I began this new phase of my career at the beginning of the pandemic. Not only did I need to become aware of issues and problems I had previously only been superficially aware of, but I also needed to do this remotely. At times, the learning curve felt almost entirely vertical.
It has been a precarious existence; one filled with incredible highs and shattering lows. Working in the nonprofit and charitable sector is not for those looking for security or a clearly defined career path. Funding is uncertain. Contracts are often short-term. I have seen dedicated, talented people lose their positions not because they failed, but because the funding simply ended.
And yet, in those first few months, and certainly over these past six years, I learned more about the communities I worked and lived in than I had learned in more than thirty years of retail. What I thought I understood barely scratched the surface.
I thought I understood my community. I was wrong.
This world not only accepted me, but it stretched me, challenged me, and ultimately changed how I see both my community and me.
Working Outside of the Spotlight
The work done by charities and non-profits is important.
Through time, and perhaps by assumption, much of this work is invisible to many politicians and to our communities as a whole. It is not uncommon for newly elected officials to be completely unaware of what is already being done behind the scenes, sometimes leading to unnecessary duplication and wasted time and resources.
This unawareness is not limited to politicians. Many in our media and in our communities are also painfully ill-informed about both the issues and the work already underway. Before I started my first contract, I thought I was well-informed. I quickly realized I had no idea of the scope of social issues in our community.
I live in a small city of about 20,000 people. It is a relatively wealthy community. We have pools and arenas, nice parks, hiking trails, and people come to spend their vacations here.
We also have staggering issues.
• People experiencing homelessness and human trafficking.
• Frequent drug overdose deaths, many of which would be largely preventable with safe injection sites, trauma-informed medical care, and a better societal understanding that addiction is a health issue, not a criminal one. (Research in Ontario shows overdose rates are rising, particularly among people experiencing homelessness.)
• A high percentage of families and students live below the poverty line.
• Virtually no public transportation that facilitates employment needs.
• The second-highest cost of housing in our province, combined with one of the lowest per capita incomes. It is often cheaper to have a mortgage than to rent a decent apartment, if you can even find one.
• It is not unusual for single women to be propositioned for sex by landlords who know the demand for housing far exceeds the supply.
• New Canadians and Indigenous communities are struggling to gain a foothold in a society that claims to be inclusive and multicultural, while many of us cannot even see the systemic barriers that exist.
These are not isolated incidents. They are not rare stories. They are happening in neighborhoods that many of us drive through every day.
As people and leaders become aware of these issues, it is important to focus that energy, but it is equally important to learn what is already being done before starting initiatives that duplicate the work of those who have been laboring quietly for years.
Counter-intuitive Solutions
Conversations about guaranteed personal incomes, living wages, or pandemic supports such as CERB often generate heated rhetoric about encouraging people not to work.
But most of the social issues we struggle with, food insecurity, addiction, and housing instability, have poverty at their root.
If poverty is the root cause, we should at least be willing to examine solutions that address it directly.
Providing stable income support can reduce long-term government costs, lessen strain on emergency services, and improve health outcomes. (Studies suggest income stability programs can positively affect social outcomes, though results vary by program and region.) Yet the conversation often stops at whether people “deserve” the help, rather than whether the solution works.
In the same way, because society tends to see addiction as a weakness or a criminal issue, few appreciate that large-scale drug arrests can actually make the problem worse by pushing people toward more dangerous and unpredictable supplies.
We will always need to treat the symptoms of poverty and addiction. Food banks, shelters, and emergency services are essential.
But if we are unwilling to examine root causes, we will continue to spend more money managing crises than preventing them.
If people looked past their first reactions to an issue and examined the real impacts, we could likely solve many of our social challenges and do it for less than it is costing us now.
What We Can Do
If people only knew how dedicated and hard-working all the volunteers and charities are, we might already be solving more of the root causes. But too often, the energy, creativity, and commitment that already exists go unseen.
We can’t wait for someone else to act. Whether you are an employer, a business leader, or a member of the community, there are steps you can take today:
- Pay a living wage. If you own a business and your employees are not earning enough to live in your community, you are part of the problem — whether you mean to be or not.
- Support local charities. A payroll deduction plan allows employees to give to the causes that matter to them.
- Get involved in community solutions. Food drives, meal programs, community gardens, and financial literacy programs, there is something for every skill set and schedule.
- Think long-term, not just short-term. The initial cost of supporting social initiatives is small compared to the lasting impact on your community and your business.
- Recognize your own potential to make a difference. No matter the size of your organization, your actions ripple outwards, and they matter.
Change doesn’t start with policy or debate. It starts with seeing the reality around us and choosing to do something about it.
If you think your community doesn’t have these problems, you’re wrong.
If you think someone else is handling them, you’re probably wrong.
If you think you can’t make a difference, you’re definitely wrong.
I was.
Leading a furniture store feels like another lifetime. This world didn’t just accept me, it reshaped me.
And the most important thing I’ve learned in six years?
None of this work is about me it’s about making a difference for other people.