The Butterfly Effect
I don’t know about you, but my twitter feed has a heck of a lot of shoulds directed at nonprofits. It seems lots of folks have lots of certain advice to give nonprofits in this time of a global pandemic and economic shut down.
Me, I’ve never lived through a pandemic before. Well, not as an adult. Or at least lived through one that shut down huge portions of the US and world economies and ways of life.
I was born on the downside of the polio epidemic and remember getting both vaccines in elementary school. Read more
Since the full force of the Covid 19 shutdown took place a few weeks ago, Jon, Alex and I have had to rapidly adjust how we work. Yes, this older dog is sharing and learning new tricks in this video age just as fast as she can.
Ironically, I’ve been working from a home office for 26 years since the founding of Cause & Effect Inc. For at least the last five, I’ve been enjoying videoconferencing with colleagues across the US and Canada through the wonders of Zoom. I have been singing its praises. We even opened Christmas presents with the sons, spouse, fiance and my LA based daughter and my son-in-law over a few hours. It was a lot of fun.
I’ve been promoting videoconferencing as an essential skill of the 21st century board.
I never imagined that videoconferencing would be the only realistic way to connect with the nonprofit teams I work with.
And I’m sure that those directors, staff and volunteers never imagined it either. If you’ve already have a geographically disperse universe, you are likely an old hand. But most of our clients are within driving distance and they have had an abrupt learning curve. Read more
Our hope for the future is the world Dr. King imagined: a world based on justice, free from war, free from all the hateful -isms and from hate itself. The beloved community.
We have to bend the arc of justice ourselves; there is no one else to do it for us.
Guess what development director. Board member fundraising is hard work.
Your board members aren’t going to start fundraising just because they are now on the board. And you can’t scold them into participating.
You’ve got to treat them as the individuals they are. If you invest time in these directors, some will become strong partners with you. Others may participate around the edges. With the proper attention, all will give.
Change happens in stages
Most of us don’t leap from never doing something to suddenly being good at it. We usually need to contemplate our new role, convincing ourselves that the benefits of doing the new thing are greater than the cons of doing it. Then we need to prepare, to develop the skills we need. With those skills, then we are ready to act, taking a small step forward into doing. After that it’s practice, practice, practice. And with the right supports to enable the new thing to eventually become second nature. .
What do board members need from you?
Above all, they need to really get the need for raising money. No, not the financial statement line item. The compelling case for support they can understand in their hearts, as well as their head. How the money links to the outcomes. You can never explain this enough.
So show them. Create the transformative experience that knocks their socks off. A day volunteering in your food pantry? That bird banding session with your super caring staff? A special trip to capitol hill?
Help them find the large donor in themselves. Have a relationship building strategy for each board member, just like you would have a strategy for any of your prospects.
What else do they need?
On the practical side:
- The right assignment that corresponds to their planned movement up the change ladder
- Leadership from you, the professional
- A menu of options from a well-developed plan
- Personal training, coaching, encouragement
- Logistical support
- Your gratitude for their work
- Celebrating their baby steps and the big ones
And for yourself… when thinking about board member fundraising, start with the willing few. Then work your way deeper into the pack.
I was cleaning my workshop files and found this compact, or volunteer fundraiser commitment, I created a few years ago. Feel free to share.
Here’s my volunteer fundraiser commitment.
- discover joy in raising money for my favorite cause
- ask, otherwise I’ll never know
- rely on my team for advice and support
- only volunteer for assignments I know I can complete
- ask for help when I need it, as soon as I need it.
- take risks and not fear failing
- remember the words of hockey star Wayne Gretzky: You miss 100% of the shots you never take
- send in my notes from all of my meetings and contacts.
- I don’t have to be perfect, I just have to start!
More reading for you
I was asked today by a client: Can we run fundraising for investments like staff that were identified in our strategic plan? Say a “non-capital campaign?”
Yes you can. Universities and hospitals do it all the time. Their big comprehensive campaigns usually include lots of stuff like buildings and equipment. But they also don’t overlook other capacity and operating needs, like new staff or programs.
To maximize success for a campaign like this, reframe the way you talk or think about donor motivation.
To get some help here, we’ve turned to the really smart folks at the Nonprofit Finance Fund. They frame the difference in terms that create a shared vocabulary for speakers of For-profit and Nonprofit English.
For the Nonprofit Finance Fund, build money (for “philanthropic equity”) is qualitatively different from buy money (for program execution). Builders invest in your enterprise capacity, not your services.They are more likely to be interested in enabling your growth with large gifts. They may only be providing you smaller annual donations because you haven’t piqued their true interests.
Buyers pay you to provide services to others. Buyers may be willing to contribute enough, if communicated well, to cover your other operating costs (too often considered “overhead” But that’s another article). But buyers don’t provide sufficient income above current costs to finance major new initiatives.
The takeaway: recognize, as the biggest nonprofits do, that you need institution-builders as well as buyers for your services and products. Read more
Taking a good look at someone else’s unfortunate situation before a scandal happens could head off a problem for your organization tomorrow.
Asking tough questions today can save deep trouble down the road.
Our local news has brought us more nonprofit scandals in the last few months – financial mismanagement, executive directors run
amok, programs ruined.
If this has happened in your area, consider this is an important learning moment for your board of directors. At your next board meeting, schedule some time to talk about the scandal and how vulnerable your organization might be to a situation like this.
Here are five questions to get your discussion started.
- What temptations led to this situation?
- Could this happen in our organization? How?
- What would our board have done in this situation?
- How can we prevent this from ever occurring here?
- How can we support and enable courageous questioning by our board members?
If you take our advice, we’d love to know how this conversation went for your board.
What other questions would you add to our list? Drop us an email.
For more on this topic, read
An essential part of any strategic plan or fundraising plan that we are working on are the community interviews.
There are benefits to doing community interviews yourself.
You don’t have to have your consultant do all of the community interviews. While our team is very proficient at interviewing, we still insist that our client’s board and staff members conduct most of those conversations.
Here are a few of the benefits that I have seen:
- These are your relationships, not mine. You need to strengthen those relationships, not me.
- You can respond to opportunities or requests immediately… and you assume personal accountability to the asker. If I pass the request along, it’s too easy for you to ignore it.
- Board members are often too myopic, wrapped in your organization’s bubble. A view from the outside is a nice breeze of fresh air.
- For board members reluctant to talk to other people, structured questions are a safe way to exercise the schmooze muscle.
- People tend to remember what they hear directly rather than what they read or heard in a report.
- Community members or donors like to hear from board members, or our executive director, or even other staff members, depending on who they are.
- There is a lot of wisdom out there you are likely missing if you don’t ask for it.
Did you know that only 16% of US adults qualify as an active visitor to cultural institutions? To be an active visitor, you just have to visit something once every two years.
By this definition, a cultural institution is a museum, historic site, nature center, zoo, aquarium, ballet, botanical garden, theatre or science center.
This data and the other data in this post comes via the amazingly informative Colleen Dillenschneider and her great marketing analytics website KYOB. I’m obsessed with this data and share it as frequently as I can. That’s why I’m sharing it with you as you may find a lot of valuable information there even if you aren’t running a cultural institution.
I share a lot of the characteristics of these active visitors… though not all.
Unfortunately, the active visitor does not reflect the diversity of our country. And, active visitors are dying off or aging out of in greater numbers than they are being replaced. Are you on the staff or board of a cultural institution? This data is mandatory reading. Read more