Let me start by giving a synopsis of what think tanks are. Ever imagine a group of smart guys from various backgrounds brainstorming and discussing a social problem or public policy issue with the aim of proffering solutions to the concern? Then you are not far from understanding what a think tank is.
One of the earliest known think tanks was founded by Plato and is known as ‘The Academy’. Plato’s academy was located in a garden where a group of scholars will discuss philosophical issues. Today, think tanks are like policy institute or research centers that perform research, design programs or do advocacy on policy concerns for government agencies, private sector or donor organizations. Some popular think tanks include; Brookings Institution, Earth Institute, Rand Cooperation, Guttmacher Institute, Urban Institute, Woodrow Wilson International Centre for Scholars, Open Society Foundation.
Note: While the thrust of this article refers to think tanks, the principles described here are also synonymous to that of NGOs. So you can equally call it ‘hacks for surviving your first year as an NGO founder’.
Setting up a think tank, like doing business, requires the 4 M’s; men (human resource), machine (computers and internet), money (capital) and market (beneficiaries). To be candid, starting a think tank in Africa warrants the ‘first-year’ survival question. This is because it is quite a novel idea in the continent and the disposition of the public is still somewhere between pessimism and admiration.
However, here are 21 ‘hacks’ I will recommend to starters for managing their first year.
- Set out a plan: think tanks, like businesses, require a plan which can be broken down to the short, medium and long term or strategic plan. This serves as a template that will guide your think tank to run within the specified period.
- Keep your expectations low: while it is good to be ambitious and have a drive to do the incredible, you need to understand that the first year of most great endeavours are often very rough and serves as a pilot to greater things.
- Location: the location of your think tank should be strategic and easy to find.
- The rule of thumb: it is often encouraged that you have one year running cost ready before starting a new business venture. This is also applicable to think tanks. Making financial provision for the first year reduces the pressure that comes with running the organisation.
- Recruit from various backgrounds: it is often advisable that while the focus of your think tank may be narrow, exploring the diversity of your personnel often works wonders.
- Motivation: though the think tank is in its first year and may not have made so much returns, it is still imperative that your members of staff are well motivated so they can think and deliver optimal results. You may want to start with a few hands in order to reduce your cost.
- Secure staff confidence: win the loyalty of your staff by making them part of the organisation. When they see that they are valued, they will be willing to go the extra mile.
- Focus on your clients: keep a focus on all those people who consume your products and ensure they are always impressed with your output.
- Be process oriented: we are in a society that is skewed towards output. Try to resist the temptation of measuring success by output only and do all within your power to avoid shoddy processes.
- Build your network: the think tank business requires a large and diverse network. Try to grow your network by keeping contact of all the people and organisations whose paths cross yours.
- Pay yourself: even though you are the owner and the success of the think tank is your goal, try to pay yourself even if it is small. It gives you happiness and motivates you to do more
- Show Leadership: this requires setting an example and a commitment to your think tank. Leaders are not often discouraged by the slightest challenges, they turn opposition to stepping stones.
- Reflect: it is often advisable that after a while, you pause and reflect over the activities of the previous weeks/months. Be truthful to yourself in knowing what works and what is does not. This helps you to focus on those things you need to improve upon.
- Envisage problems and mitigate: don’t fall into the temptation of ‘an avoidance of problem’. Most times, the more ambitious your target, the more unstable your think tank cycle. Try and envisage the challenges and guard against them.
- Work life balance: strive towards a healthy work life balance. Don’t carry your personal or family problems to your work. It retards thinking and affects your output.
- Plan to succeed: all your effort must be geared towards the success of your think tank; it is not about starting but finishing well.
- Seek Help from others: work with people who have experience running think tanks. Consult them when you have challenges. Besides, you can also seek out mentors (that you can trust) who can guide you throughout the process.
- Distinguish between realistic and idealistic targets: while it is good to be idealistic and ambitious, focus more on things that will work in your environment. Succeeding in smaller endeavours raises your morale to succeed more.
- Devotion to learning: think tank is about knowledge contribution. You must therefore create an atmosphere of continuous learning and innovation. This will determine how long you will go in the business of think tanks.
- Combine entrepreneurial and managerial skills: in as much as your think tank wants to break even, remember that think tanks are more of knowledge generating spaces than pure business enterprises. Maintain a balance between management towards knowledge contribution and covering your operation cost.
- Feedback: feedback is of great essence for the success of your think tank. Try as much as possible to get feedback from your early adopters and see areas where you need improvement.