Miles To Go.

Largest on water cleanup- Ever.

News spread pretty quickly that the Shell Oil LNG platform destined for Long Island Sound sunk back into oblivion last week, likely for good. In its proposed form, it would have towered above all other structures on either side of that great body of water and inspired the curses of generations to follow. It should have been a procedural layup, with the interests of the Sound split between two states, both struggling with budget and resource constraints, and zero organized advocacy to oppose the revenue generating and cost saving proposal.

Now the legend of how that didn’t happen continues to grow, just as quietly as it snuck up on everybody before the battle began.

Begin with Leah Schmalz, a delightful director of legal and legislative affairs for Save the Sound, a program of Connecticut Fund for the Environment who began the opposition eight years ago with meager resources and virtually zero platform to get the word out. She picked her punches wisely.

Then, out of no where, Kayak for a Cause jumped in, ostensibly because ”Save the Sound” had the brand that most directly fit the core values of the organization. But as KFAC learned more, both organizations realized the symbiosis of their existences. What followed was a virtual marching band of support for Leah and her work at STS. When STS needed to get the word out, KFAC designed an “on the water clean up” over 14 miles of sound. When STS needed a platform to gather more supporters, KFAC was there with a stage, a microphone,and a tremendous crowd ready to listen. When STS needed promotion during a crucial state senate vote, KFAC rallied its 10,000 donors to flood the capital with expressions of concern. And when STS needed financial resources to back up Leah, KFAC was there with five figure support, year after year.

Was is most amazing, perhaps, is that all of this was started with nothing, and done for love: One simple bet, and a few guys redirecting the proceeds to charity became an annual tradition along the Sound.

It’s now hard to fathom that KFAC has always been an entirely volunteer organization which somehow fields a crew of 500 committed souls every year to manage the logistics of a modern day Normandy with a beach party at the end. The leadership and organizational talents of this group are stunning. People like Shirleen Dubuque and Steve Showalter organize provisions, supplies and people with sublime, 11th hour hijinx. Kim Beaumont at DownUnder and Dave Haddox from Purdue have likely trained hundreds of kayakers to be safe enough to make the voyage. Tad Jones worked stage miracles for years, packing thousands of people into legendary beach parties that rallies the troops around the charities. Patrick Sikes was a master magician at logistics. Amy Rule and Kathy Foreman wrangle hundreds of volunteers to do undesirable work details at unmentionable hours. And Adam Uhrynowski and Brian Russell have this magic touch capturing the whole thing on film for us to replay over and again in the long winter months of  frozen water.

All of this energy was harnessed and directed to something good, for years on end. And then last week…

“In sending a letter to the Federal Energy Regulatory Commission requesting to vacate their certificates, Broadwater has signaled that their proposed floating gas plant is finally dead,” said Leah Schmalz. “Eight years ago, the citizens of Connecticut and New York recognized that this proposed project was not good for our environment or our livelihood,” Schmalz said. “It took years of fighting, partnering with federal and state officials on both sides of Long Island Sound, but now we can say that the health and safety of our Sound will not be compromised by the proposed industrial complex.” More here

Years ago, another KFAC treasure named Morley quoted Pete Seeger  in “Where Have All the Flowers Gone” from the stage, as she had witnessed KFAC grow from dozens to hundreds and then thousands.

I’ve been surprised by some good things happening in my lifetime. Sometimes quite suddenly.

Imagine a big see-saw, with a basketful of rocks sitting on one end. That end is down on the ground. At the other end, up in the air, is a basket half full of sand. Some of us are trying to fill it, using teaspoons. Most folks laugh at us. “Don’t you know the sand is leaking out even as you put it in?”

We say, that’s true, but we’re getting more people with teaspoons all the time. One of these days that basket of sand will be full up and you’ll see this whole see-saw just tip the opposite way. People will say, “Gee, how did it happen so suddenly?”

Us, and our little teaspoons.

Leah Schmalz is now working on controlling emissions and ecoli bloom from the Bridgeport harbor. Kayak for a Cause launches for its twelfth year on July 21th. And Long Island Sound is that much nicer because they do what they do.

Medal from 10 Years of KFAC Service

Ten years, I co-founded Kayak for a Cause with Scott Carlin and we grew it to an charity organization of hundreds of participants and thousands of donors.

We did a lot of good. We had some help as well.

But the critical lesson I learned this year is knowing when and how a Founder should evolve his/her role. Even though this was a not-for-profit, the lessons apply equally for start-ups (which are often less-than-not-for-profit, anyways).

Founders roles fall generally into three buckets: starters, runners and defenders of the legacy. As I learned in KFAC and at Mojiva, starters have the hunch, put a stick in the ground and by sheer force of willpower rally others around them. It’s bold. It’s inspiring. It doesn’t last all that long.

Because as the data rolls in, a starter has to evolve into a runner and runners live on data. Market data. Customer data. Stakeholder feedback. Runners use the momentum from the starter and the data from the users to keep the party going. Hunches don’t play well. Consensus rules, or at least has a greater influence.  Interestingly, my training in YEO (an entrepreneur’s organization, now called EO) helped a lot in running a charity: here were the skills I used most often:

• Setting roles and goals: Founder and Runners both work from a set of goals, and the successful one assign roles and responsibility toward each objective. Sharing allows the rest of the team to feel part of the mission.
• Being open to input on making it better, but firm in direction on what that means: This was a big one for KFAC. We had a logistical challenges like a modern-day Normandy invasion with wind, weather, tide, transport, launch, provisions, safety and yes entertainment all tied into one timeline. Everyone had a better idea. Precious few could be accomplished year to year, but we made a point of giving everyone a voice in making it better. Then we decided our vital factors and were firm in focussing on those few things with major impact.
• Giving authority and resources to accomplish goals: People love to be able to make an impact and see their results. Once vital factors are in place, the team has to have the authority and the resources to accomplish their goals. Leaders look for ways to get those to the team, and it doesn’t always mean money. Sometimes it is just shortcuts or better efficiencies.
• Making yourself obsolete by cross training your stars: this is where we truly excelled. KFAC became bigger than any one person, and every person that made it to the Committee was told to recruit their replacement from day one and prepare to make yourself obsolete. The result was a group of leaders that could jump into multiple roles. We have had our share of people move on (it’s a charity, there are no stay-bonuses!) but we have always had a backup.

This phase is where so many Founders fall down, as the skills to be a starter are vastly different from being a runner. Very few possess both talents. Very many try to hang on too long (and as major shareholders/stakeholders are able to do so, to their own detriment).

But for those that make the jump and attract another runner to their organization, a third transition awaits: leader and defender of the legacy.

While you may still be the largest shareholder, you have empowered someone else to add value to the enterprise. While your background and knowledge can be very valuable to the new team, your meddling can be equally obstructive. Knowing when is when, and passing the torch before it’s too late is another one of those Founder hunches that Founders often don’t listen to. Here’s what I learned about that phase:

• Provide a full transition plan: no matter what you think everyone knows, you have experienced more. Passing along facts without sharing your prejudices will allow the new team a great roadmap to consult when they need it. Do it in writing.
• Making clear the objectives (if you remain a stakeholder/owner): just because you are passing ht e torch doesn’t mean you are selling out. Make clear your legacy and what the DNA of the business means to you. It should be respected.
• Leaving the team to do what they do best: step away from the controls. You chose them because you trust them. Demonstrate that.
• Supporting where you can: staying in tune and in touch will allow you to point out shortcuts, dead ends and old tricks from the master. Nothing wrong with that if done in a with respect for the new team.

I have been through this transition in both the charity and the entrepreneur world, and what surprised me most were not the differences but the similarities in leadership skills. EO taught me the things that allowed me to grow KFAC, and much of the leadership team has entrepreneurial backgrounds (surprise!) . But KFAC definitely taught me the things that have allowed me to grow start-ups.

Having a great team behind you certainly helps. BTW, you can join KFAC XII here.