posts – Page 4 – The Healthy Non-Profit

Alice in Wonderland as an allegory for a newly hired non-profit CEO

August 11, 2016 erik human resourses, organizational development

I’ve been thinking a lot lately about the non-profit CEO hiring and on-boarding process because a former client of mine is starting to go down this path. So, I decided to get creative and use Lewis Carroll’s Alice’s Adventures in Wonderland and Through the Looking-Glass to talk about what many new non-profit CEO’s go through during and immediately after they’re hired.
For those of you who are wondering, I did pull from my personal experiences; however, I did embellish a little for entertainment purposes.
You might also be wondering what I ate or drank to come up with such a crazy idea? Well, I did play the role of the Dormouse in my high school’s production of Alice in Wonderland. And this awesome story has stuck with me ever since. 😉
Enjoy!

Once upon a time, there was a young girl by the name of Alice.
Alice worked for a non-profit organization as a front line staff person. Her organization’s mission was inspirational. She worked with volunteers every day to operationalize that mission in a variety of ways. She helped train volunteers. She engaged donors to financially support the organization’s work. She planned a variety of events both programmatic and fundraising in nature. She sometimes even got to roll up her sleeves and get involved with program implementation.
Alice was successful, and the path in front of her was full of hope and opportunity.
One day while skipping down this path, Alice was approached by a White Rabbit. This nervous rabbit recognized Alice’s raw talents and suggested “she has what it takes” to provide leadership to another organization. In short order, Alice had reviewed a vacancy notice, done what she thought was appropriate due diligence, applied for the non-profit CEO position, and gone through a series of interviews with the rabbit and his search committee.
Upon signing an offer sheet, Alice found herself tumbling down a rabbit hole. At the bottom of this hole, Alice was disoriented but determined. As she turned to the White Rabbit for advice and her next steps, she saw him running away and heard him saying over his shoulder, “Hello, Goodbye. I’m late, I’m late, I’m late.”
As Alice tried calling after the rabbit, she was interrupted by a smiling Cheshire Cat. Startled and disoriented, she asked the cat what she should do first.

What are the organization’s priorities?
Is there a 90 day plan waiting for her?
Can she please see the organization’s strategic plan?

Instead of helping, the cat simply smiled and remarked that she must be stark, raving mad. “Everyone here is mad. I’m mad. You’re mad. It’s only by chance n’ careful planning if you’re not!” In a blink of an eye, the cat fades away and wishes her luck on her new adventure.
In her first few days, with little to no direction, Alice was hungry for a challenge. She knew that her new organization needs her. After all, the rabbit and his search committee shared with her some of the organization’s challenges throughout the search process. They also assured her every step of the way that she was perfect for the job. This must be the truth because in the end, they did choose her over a number of other applicants.
Without any hesitation, Alice decided to dig in. She ate a project, and promptly grew ten times bigger. She drank another challenge and shrank smaller than she ever thought possible. As she looked around for evidence that this was indeed strange and bizarre, no one seemed to validate her feelings. There was no feedback, and there was definitely no help.
One of the first characters Alice encounters, after the White Rabbit ran away, was a hookah smoking caterpillar. As it turned out, the caterpillar worked at the organization. Needless to say, this encounter didn’t go well. My friend Lewis Carroll does a better job recalling the conversation:

‘Who are you?’ asked the Caterpillar.
This was not an encouraging opening for a conversation. Alice replied, rather shyly, ‘I — I hardly know, sir, just at present — at least I know who I WAS when I got up this morning, but I think I must have been changed several times since then.’
‘What do you mean by that?’ said the Caterpillar sternly. ‘Explain yourself!’
‘I can’t explain myself, I’m afraid, sir’ said Alice, ‘because I’m not myself, you see.’
‘I don’t see,’ said the Caterpillar.
‘I’m afraid I can’t put it more clearly,’ Alice replied very politely, ‘for I can’t understand it myself to begin with; and being so many different sizes in a day is very confusing.’
‘It isn’t,’ said the Caterpillar.

Shaken by this meeting, Alice decided to leave the office to explore the new community of which she was now an important member. Perhaps, other stakeholders — board members, volunteers, community leaders, collaborative partners, and donors — could help her get oriented and pointed in the right direction.
Without much effort, Alice came across a Tea Party with a wide range of characters. There was a Mad Hatter, March Hare and Dormouse. These three donors couldn’t seem to get along, nor did they seem to agree on why people supported the organization. When Alice weighed into the conversation by saying she had a good guess as to why the average donor supported the organization, the following weird discussion ensued:

The March Hare: You mean you think you know the answer?
Alice: Yes.
The March Hare: Well, then, you should say what you mean.
Alice: Well, I do. At-at least, at least I mean what I say, that-that is the same thing.
Mad Hatter: It’s not the same thing at all. You might as well say “I eat what I see” is the same thing as “I see what I eat!”
The March Hare: You might as well say “I like what I get” is the same as “I get what I like!”
The Dormouse: [talking in his sleep, then suddenly awake] Aah! You-you, or you might as well say “I breathe when I sleep” is the same thing as “I sleep when I breathe.” [he quickly noded off again]
Mad Hatter: Well, it is the same thing with you.

Frustrated with the idea that her organization’s case for support was perceived differently by so many different donors, Alice decided to leave the tea party. Taking notice, the Mad Hatter yelled after her a few final words of advice, “[This] is a place. Like no place on Earth. A land full of wonder, mystery, and danger! Some say to survive it: You need to be as mad as a hatter.”
Alice pulls out a piece of paper she had taken a few notes on and started checking off stakeholders’ names. Perhaps, visiting with other non-profit CEOs in the community would help put her feet on the ground.
At a gathering of her peers, Alice was approached by two identical looking individuals. She attempted to strike up a conversation about resource development, asking about which families are part of the community’s core philanthropic circle. She prattled on about the importance of individual giving and even tried to impress them with her knowledge about private sector fundraising trends. Instead of finding comrades-in-arms, Tweedledee and Tweedledum bark back at her and said, “Contrariwise, if it was so, it might be; and if it were so, it would be; but as it isn’t, it ain’t. That’s logic.”
Having lost her words, Alice paused but quickly recoiled when the gathering of her peers started staring at her and eerily began reciting the following poem:

‘Twas brillig, and the slithy toves
Did gyre and gimble in the wabe;
All mimsy were the borogoves,
And the mome raths outgrave.
“Beware the Jabberwock, my son!
The jaws that bite, the claws that catch!
Beware the Jujub bird, and shun
The frumious Bandersnatch!”
He took his vorpal sword in hand:
Long time the manxome foe he sought —
So rested he by the Tumtum gree,
And stood awhile in thought
And as in uffish thought he stood,
The Jabberwock, with eyes of flame,
Came whiffling through the tulgey wood,
And burbled as it came!
One, two! One, two! and through and through
The vorpal blade went snicker-snack!
He left it dead, and with its head
He went galumphing back.
“And hast thou slain the Jabberwock?
Come to my arms, my beamish boy!
O frabjous day! Callooh! Callay!”
He chortled in his joy.
‘Twas brillig, and the slithy toves
Did gyre and gimble in the wabe;
All mimsy were the borogoves,
And the mome raths outgrave.

Of course, it didn’t make sense, but in this place of nonsense, it made all the sense in the world. Her peers were trying to warn her about her organization’s board of directors. In fact, it wasn’t just Alice’s board they were chanting about. They were talking about all of their boards.
Without hesitation, Alice left the gathering of her peers and started running off in the direction of her board president — The Queen of Hearts — and the rest of the board, which was made up of a deck of cards.
In her first encounter with The Queen of Hearts, Alice had lots of questions to ask.

Is there a plan (or at least a direction set by the board) that she could put her hands on?
If not, then does the queen have any thoughts on where Alice should roll up her sleeves and start?
Should she immediately turn her attention to building organizational capacity around resource develop and fundraising? Programming and operations? Board development and board governance?

Without hesitation or any thought, the queen snapped off a response. She explained that the organization was in perfect shape. There was no need to do any of that work, and doing so would simply be a diversion in her opinion. The queen proclaimed that Alice needs to only set her sights on running a multi-million capital campaign.
After giving this a few moments of consideration, Alice decided she must not have been clear in explaining some of what she had witnessed after her tumble down the rabbit hole. So, she started all over again only to be abruptly interrupted by the queen. She said, “I warn you, child… if I lose my temper, you lose your head! Understand?”

This is the start of Alice’s non-profit CEO tenure. While the adventure continued for many years and she had many successes (and learning opportunities), this is a good place to pause the story and ask . . .

What was your experience with your organization’s CEO search process?
What was different with your orientation?
Was there as on-boarding plan in place? What did it look like?
Did you receive a 90-day plan?
Were there organizational scan worksheets to help guide you through your first three months?

Please use the comment box below to share your answers or any other experiences/thoughts you might have. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

Volunteers aren't responding to your emails?

August 9, 2016 erik organizational development, technology, volunteers

email inbox I was chatting the other day with a newly elected board president. He was lamenting the fact that his fellow board volunteers don’t respond to his emails very well, and he wanted a little advice on how to change this dynamic. If this is a problem for your organization, then please keep reading.
There are any number of ways to look at this situation:

This could be a “people” issue
This could be an “organization“ issue
This could be a “process or tools” issue

Let’s take a look at these possibilities one at a time.
People issue
email1 Within this broad category, there are many considerations.

Are your board volunteers tech savvy?
Do board members understand their roles and responsibilities?
Do these individuals have the appropriate experiences and skills to deal with whatever is being sent to them in these emails? (aka do you have the right people around the table)
Do these people care? Are they mission focused?
Does the culture of your organization embrace technology? Or is the way it has always been done more personal and in-person meeting oriented?

In my experience, most of us jump to the conclusion that email unresponsiveness is a people issue (e.g. they don’t care, they’re too busy, etc). However, there might be other issues. Let’s take a look at organization and tools issues in the next two sections.
Organization issue
org structure Believe it or not, how you are structured can greatly effect how people decide to use email as it relates to your organization.

Does your organization cover a large geographic territory? And do board members live far and wide thus making in-person meetings more difficult?
How often does the board or committee meet in-person? If it is often, then some individuals may simply put off responding to emails because they see an opportunity to share their thoughts in-person.
How many standing committees and work groups exist in your organization? Are these organizational silos? If so, then how do they communicate with each other and with the governing board? Is this spelled out in the bylaws or committee charter? (e.g. they must report at board meetings, etc)
From a board governance perspective, has your organization made changes to its bylaws to allow for the use of newer technology to make decisions? (e.g. electronic/email voting)

I know it can be hard to believe, but how we structure our organizations (and even the internal design of our workplaces) and teams can impact our email usage (and even more broadly how we use tech).
Five years ago, I was working for a national non-profit organization on a team that was scattered all over the country and in four different time zones. This organizational dynamic drove all sorts of decisions including monthly conference calls, the need for in-person staff meetings two or three times per year, optimal times for conference calls, use of email to distribute materials and collect feedback, shared document storage/access, etc.
“Structure” . . . it is an invisible force that drives human behavior more than any of us think.
Tools issue
communications tools Email is simply a communication tool. Here is an inventory of tools/processes/approaches that you may find in your communications toolbox:

Telephone (individual one-on-one or conference call)
In-person meetings (individual one-on-one or group)
Webcam (individual one-on-one or group)
Online project management collaboration services (e.g. Basecamp)
Private, group messaging and chat tools
Social media
Online groups and discussion forums

I’m sure that I’ve missed a number of other communications tools. You are welcome to add those in the comment box of this blog post.
Each of these tools is designed to do something very well, but of course they all have their shortcomings. The best question to ask yourself when confronted by a situation that doesn’t seem to be working (e.g. people aren’t responding to email) is . . .

Am I using the right tool for what I want to accomplish?

My final thoughts?
We all have our “points of view” on things. It doesn’t mean that we’re necessarily right or wrong. Here is what I believe about email:

It is a great information sharing tool (e.g. distribution of agendas, meetings notes, materials, etc)
It is a poor discussion tool (e.g. asking for feedback, advice, anything conversational)
It is used differently by every generation
It is easy to ignore and many people have developed user habits around this tool (e.g. deleting habits, reading habits, etc)

The advice I gave to my board president friend was . . .

Pick-up the phone if they aren’t responding to your email!

I also asked additional questions about which volunteer engagement strategies he was using and which ones were lacking. Each of the nine volunteer engagement strategies (e.g. urgency, accountability, planning, setting expectations, etc) come with a number of tools (e.g. goals, dashboards/scorecards, action item memos / task lists, project management punch lists, written volunteer job descriptions, committee charter, committee work plan, etc).
In other words, the choice of communication tool might not be the problem. It could be the organization isn’t using best practices associated with volunteer engagement, which is resulting in email unresponsiveness.
The morale to today’s post?
Simple problems may not be as simple as they seem, especially when we’re talking about groups of people under one organizational umbrella. So, my advice is . . .

Don’t jump to conclusions. Do the hard work in thinking it through!

Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

Working with fundraising-phobic non-profit boards

August 2, 2016 erik Board development, Fundraising, organizational development

Organizational culture is a difficult dynamic to change. After all, birds of a feather flock together, right? It is for this reason that simply changing the people sitting around your boardroom table is likely a very difficult strategy to employ (albeit not impossible or wrong). While this strategy is the most commonly suggested one by non-profit consultants, I recently found comfort and inspiration from Susan Howlett’s book Boards on Fire! Inspiring Leaders to Raise Money Joyfully.
In Howlett’s easy to read paperback book, she recounts a story about working with a board that was resistant to fundraising. After trying everything, she simply asked everyone if they would be willing to call two of their friends and engage in a discussion about:

why they decided to serve on the organization’s board of directors
what the organization’s mission is and what it does
a recent organizational success story

At the end of the phone call or coffee meeting, board members were coached to ask their friend if they would mind receiving periodic updates (e.g. email, phone call or in-person visit) about what is going on.
If the board volunteer’s friend was agreeable, then in the subsequent months board volunteers were provided the following shareable things:

short emails with snippets of good news or links to online articles about the organization
requests to do something on behalf of the organization (e.g. call legislators or city council representatives)
invitations to attend something (e.g. facility tour, reception, etc)

In the end, Howlett’s strategy changed board culture and resulted in what she describes as a “board on fire.”
If you couldn’t tell, I highly recommend adding this book to your summer reading list. I suspect it will be a game changer for you if you’re grappling with the question of “how to inspire and engage your board in fundraising success?”
After reading this joyful little book, I was reminded of the following basic truisms:

fundraising is a learned skill and not something people are born to do
engagement (e.g. cultivation) is important to fundraising volunteers because when it comes time to asking for money it feels like the pre-solicitation groundwork has been laid (e.g. they’ve earned the right to ask for money)
cultivation doesn’t happen without significant staff support (e.g. feeding volunteers materials to share, organizing informational house parties, etc)

look in mirror If your board is resistant to the idea of fundraising, I encourage you to first take a good hard look in the mirror and ask yourself the following questions:

What boardroom trainings and generative discussions have you helped add to the board meeting agenda and support?
What cultivation materials have you provided to board volunteers with instructions on how to share with others? (e.g. stories, videos, articles, advocacy opportunities, newsletters, annual reports, etc)
What cultivation events have you organized? (e.g. lunch-n-learns, facility tours, house parties, etc)
What individualized coaching have you done with especially resistant board volunteers? (e.g. teaching others how to tell better stories)
How many cultivation visits have you gone with board volunteers on to model effective storytelling and information sharing? (e.g. modeling for others how to tell better stories)

I know it might be a bitter pill to swallow, but the reason your board might not be excited about fundraising could be because you aren’t excited about it or you aren’t supporting them effectively.
If you have done these things, you might want to ask yourself a different question, “How could I tweak these strategies to make them more effective?”
Have you had success in changing your boardroom culture around the idea of fundraising? If so, what strategies did you employ to create a “board on fire?” Please use the comment box to share your thoughts and experiences. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

Is it time to eliminate the charitable giving tax deduction?

July 28, 2016 erik Fundraising

tax deduction Let’s face it. Our government is broke. We The People have accumulated almost $20 trillion in debt. As government leaders wrestle with this issue, the non-profit sector continues to rally from time-to-time insisting every other sacred cow in the tax code should be scrutinized except for our own. Putting aside the fairness and hypocrisy questions, I’m left wondering: 1) why do we cling to this entitlement so strongly, 2) what is the real effect of this tax policy on our sector and 3) what would really happen if lost this tax status?
Why do we cling?
In my opinion, I think the non-profit sector is afraid of change. It might be as simple as this.
The reason I come to this conclusion is that I cannot find any compelling research-based evidence that clearly proves that giving taxpayers a deduction for their charitable giving has any significant effect on whether or not your organization receives support.
How I did come to this conclusion? There are many stories in the Wall Street Journal, Nonprofit Quarterly and Stanford Social Innovation Review that speak to this issue. While there are opinions on both sides of this debate, the following facts remain:

More than half of the deductions being taken for charitable giving comes from a very small percentage of taxpayers (some say this gives taxbreaks to people who don’t really need them)
Taxpayers who don’t itemize their taxes (a very large number of people) still donate to charities
Review of the history books demonstrate, despite tax code tweaks and changes, charitable giving has remained constant at around two percent of GDP
Eliminating this tax deduction amounts to $51 billion more dollars in tax revenue

These are simply facts. (Note: many people come to very different conclusions around these facts)
However, when I set aside the facts and look back over my 20-years of non-profit and fundraising work experience, I can only recall ONE PERSON who was strongly motivated to make a charitable contribution because of the tax code. And for those of you are wondering, “Was that donor and accountant?” the answer is “Of course, he was.”
calculate I don’t want to muddle this point. So, let me be clear. I’ve spoke with many donors (both large and small) who mention the word “tax deduction.” It is usually in reference to needing documentation for their accountant. Only one donor actually pushed the pencil and said he needed to make a donation of a certain size to minimize the amount of tax he would pay to Uncle Sam.
Based on the facts and my experience, here are the opinions I hold:

Donors who take advantage of the tax deduction do so because it is available to them
Many donors don’t determine how much they plan on giving to you because of the deductions (of course, there are exceptions and most are probably related to estate planning and in some instances NAP credits in certain states)
Donors don’t decide if they will donate to you because of the tax deduction (I believe they donate to you because they support your mission and the people closest to your mission)
No one really knows if charitable giving will go down (or go up) if the tax deduction is eliminated (and anyone who claims to know probably thinks they know who will win the next election or what next year’s crop yields will be)

So, based on facts and opinions, I can only conclude our sector’s resistance to eliminating the charitable giving tax deduction is largely based on the fear of an unknowable future.
What is the real effect of this tax policy?
Again, this is hard to quantify and know for certain, but the following are a few guesses:

It helps push a large quantity of charitable giving from individuals into the fourth quarter of the calendar year (because fundraising messages focus on “giving before the December 31st deadline”)
It can muddle case for support messaging (e.g. instead of focusing exclusively on community needs and your organization’s solutions/programs language about taxes and non-mission focused based rationale creeps into the discussion)
It can hamstring non-profit organizations from engaging in robust lobbying and public policy efforts on behalf of your organization and clients (e.g. IRS rule about public charities only being allowed to engage in a limited amount of legislative lobbying or risk losing their non-profit tax status)

What if the deduction disappeared?
carnac I am not a fortune teller. I cannot predict the impact of such a policy change. However, I can confidently say a few obvious things:

Eliminating the charitable giving tax deduction would be a “market disruptor” and result in change
Recent disruptions in other sectors has produced winners and losers
Market disruptions oftentimes results in innovation
Non-profit organizations who are unskilled or simply bad at basic fundraising best practices such as developing a compelling case for support will most likely struggle until they adapt, innovate or go out of business
Non-profit organizations who are donor-centered, relationship-builders, collaborative, innovative and good at fundraising basics (e.g. case for support, prospect identification, cultivation, solicitation, donor stewardship, etc) will likely survive and quite possibly thrive

I suspect many readers have strong opinions on this subject, and you’re invited to share your thoughts and experiences in the comment box below. I’m also curious what, if any, market disruptions you might be able to think of (e.g. if you could hit the reset button for our sector) that would spur change, innovation and growth. Please feel free to weigh-in with those thoughts, too.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

Using house party events to advance your non-profit interests

July 26, 2016 erik Board development, Fundraising, Planning

I try to keep an eye open for opportunities to learn new things every day. Last week, I learned something about house party events that was so simple, but potentially game changing if you take it to heart. What I learned was . . .

House party events aren’t just a fundraising strategy.

As a young non-profit professional, who was just learning his craft, I was first introduced to the idea of a “house party” event format as a fundraising technique. The idea was simple. Ask someone to host a small party in their home. Work with them to identify a guest list of potential donors from their list of friends and colleagues. Make a group ask during the get together and collect pledge cards. My former employer used to call these “leadership circle” events.
Personally, I didn’t like the house party strategy for fundraising. Early experiences demonstrated to me that donors were very effective at hiding in group settings. For example, someone who had the willingness to support your organization and the capacity to do so with a substantial gift, usually ended up making a smaller contribution when asked as part of a group in contrast with a one-on-one in-person meeting.
Fast forward to much later in my career, when I was working as an internal consultant for a large national non-profit organization. I was re-introduced to house parties. Instead of using it as a solicitation vehicle, local affiliates where encouraged to use the strategy for new prospect identification and cultivation. At first, this tool was branded “House Party of Hope,” and later it was re-branded “A Party with a Purpose.”
Again, house parties were still being used as a resource development activity. So, I never saw this strategy in any other light. That is until just last week when we hosted a house party in our basement.
The purpose of our house party was to introduce the newly hired CEO for a statewide organization to our circle of friends. The stated purposes of this get together were:

Introduce the new CEO to his organization’s constituency
Introduce the organization’s constituency to the new CEO
Use a facilitated question/answer format with the group to collect stories to help the organization craft a shared vision, set goals, and develop a new strategic plan

engage2 Last week’s experience helped me see house parties in a whole new light. No longer was this strategy simply a tool in a non-profit person’s resource development toolbox. The more I thought about it, the opportunities seemed to be endless. Here are just a few of my thoughts:

Host a house party to validate a final planning document with any number of stakeholder and constituency groups
Host a house party to engage potential collaborative partners in a discussion about what is possible
Host a house party to engage staff, build team dynamics, address workplace challenges, start a new program, etc
Host a house party to collect stories from clients/constituents to gauge your organization’s impact, develop a marketing campaign, identify additional needs, etc
Host a house party to educate the community and initiate a call to action focused on your organization’s public advocacy agenda (Note: I believe I once read the American Medical Association did this in the 1950s or 1960s to defeat national healthcare legislation moving its way through Congress)
Host a house party to identify new potential board volunteers as a precursor to the board development committee building prospect lists

I literally believe the sky is the limit with regard to how a house party strategy can be used to advance any non-profit organization’s agency.
If you are interested in learning more about house parties, click-through the following links for a treasure trove of resources and reading materials:

Boys & Girls Clubs of America: A Party with a Purpose
Facebook: The Fundraising Houseparty
Convio: Using House Parties to Engage Constituents
Ramparts magazine: “Huelga! Tales of the Delano Revolution“

Has your organization ever used a house party strategy? What were your objectives? Were your objectives met? Please use the comment box to share your thoughts and experiences. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

Executive coaching is for non-profit leaders

July 21, 2016 erik human resourses, leadership, organizational development, teambuilding

fishbowl A few years ago, I wrote a post titled “Why are non-profits adverse to executive coaching?” after a conference where I couldn’t give away executive coaching services. With a few more years under my belt, things haven’t gotten any easier. In fact, I still find it challenging to sell executive coaching services to non-profit leaders. However, I’ve changed my mind since writing that last blog post about the reasons why this is the case.
After a heart-to-heart with a few non-profit friends, I’ve come to believe executive coaching is seen by some (and perhaps many) as a service for professionals who are failing. One person even compared it to counseling.
When put into this context, people who see coaching as a remedy for failure also see asking their board or their supervisor to pay for coaching as an admission of weakness or being unable to do their job.
The ironic thing here is that some of the for-profit sector’s greatest leaders have worked with executive coaches. It wasn’t because they were failing, but it was because they needed to maximize their performance.
Executive coaching is not like coaching in athletics. They don’t call the plays in from the sidelines. In fact, they don’t even tell you what to do. A good executive coach will ask powerful questions, facilitate discussions, help you with goal setting and be an accountability agent in your professional life.
Executive coaches are not therapists, but hiring one can have the impact of bringing greater work-life balance and fulfillment to your professional life.
The reality is that executive coaches are hired for any number of reasons. Here are just a few:

Help with succession planning
Developing young leaders
Improving performance / Maximizing performance
Serving as a thought-partner during important projects (e.g. strategic planning)
On-boarding new CEOs and key leaders (both staff and volunteer)
Surviving and thriving during executive search and transition

I could go on and on with this list, but the bottom line is that there are any number of projects and situation where non-profit organizations can benefit from executive coaching services.
Has your organization every hired an executive coach for staff or board volunteer? If not, then what is stopping you? Please share your thoughts and experiences in the comment box. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

What should you do when a board member quits fundraising?

July 19, 2016 erik Board development, Board governance, Fundraising, teambuilding, volunteers

This certainly seems to be the topic of the month for non-profit people running in my circles. I’m not sure why this is the flavor of the month, but I’ve been asked this question so many times recently I took is as a sign from the universe (or the fundraising gods) that I should blog about it.
Why do board members quit on you?
quit1 Oh, well let me count the reasons . . .

They feel lost when it comes to asking for charitable contributions (aka lack of training)
They feel uneasy about asking friends for money (aka they are asking inappropriately due to a lack of training which results in any number of FEARS and the feeling that they’re begging)
They feel unsupported by staff (aka staff aren’t going out with them to help and model best practices)
They sense there is a lack of organization behind their efforts (aka meetings are poorly attended or poorly organized, acknowledgement letters are sent late or sporadically, etc)
Prospective donors are assigned to volunteers by staff without input from volunteers (aka they aren’t asking people with whom they are comfortable soliciting)
They are busy people and there aren’t accountability tools being used by staff to keep everyone focused (e.g. report meetings, dashboards, scorecards, campaign reports, peer-to-peer phone calls)
Fundraising efforts lack urgency (aka deadlines always seem to be extended, goals seem to shift/change, etc)
They weren’t recruited appropriately and didn’t know what they were saying ‘YES’ to when joining the board (aka your board recruitment process lacks “expectation tools” like volunteer job descriptions, commitment pledges, etc)

I could go on and on and on with this list, but that wouldn’t be productive. Suffice it to say, if any of the aforementioned reasons describe your organization, you need to address it. Quickly! Otherwise, no matter how many new board members you recruit to replace the ones who quit on you, the problem will continue to recur.
All of this begs the question, “What can and should be done about board volunteers who quit on their fundraising responsibilities?”
Step One: Have a heart-to-heart discussion
heart to heart I have no idea why this is so scary for so many non-profit staff and board volunteers. It doesn’t have to be a confrontation. Here are a few talking points:

Describe what you are observing (e.g. a reluctance to fundraise)
Assure them that it happens in the case of many board volunteers
Ask them what the trouble seems to be
Listen – Listen – Listen (empathize where appropriate)
Ask them how you can help
If there is nothing you can do to help, then ask them how they’d like to move forward

Unfortunately, I’ve seen it too many times. Board members disengage and no one asks them if everything is OK and if they are in need of assistance.
It is troublesome when non-profit families start acting this way, which is why Step One is always to sit down and listen.
Step Two: Engage in cultivation & stewardship
quit2 If the reasons given by your board volunteer aren’t things beyond anyone’s control (e.g. family member illness, work-related challenges, etc) and they simply don’t feel comfortable with solicitation, then ask them to get heavily involved in cultivation (e.g. engaging new prospective supporters) and stewardship (e.g. showing existing donors gratitude and return on investment) activities. (Note: don’t simply let them focus on other non-fundraising activities like programming or marketing)
The following is a partial list of things you can ask of reluctant fundraising volunteers:

Host a house party with people who don’t currently support your organization (e.g. party where staff briefly talk about the organization and the host follows up with participants to see if they are interested in learning more)
Invite people who don’t currently give to your organization to tour your facilities and see the mission in action
Invite people who aren’t donors/supporters out for a cup of coffee and simply chat about the organization (e.g. it is important for the board volunteer to share reasons why they are involved and passionate about the organization)
Hand write letters to donors to express gratitude for their support
Make phone calls to donors in the middle of the organization’s range of gifts chart to express gratitude, engage in a discussion about their reasons for support, and share a piece of organizational good news
Invite larger major gifts donors/supporters out for a cup of coffee, share a copy of the most recent annual report, share any recent pieces of good news or programmatic results, and talk passionately about the future

I’m not suggesting you ask a reluctant fundraising volunteer to do one of two of these things. I am suggesting you immerse them in these activities. You might try asking them to complete five handwritten letters, five phone calls AND five in-person contacts every month for the next year.
Why?
In my experience, there is something curative when board members have substantive encounters with others that focus on community need, mission, vision, and impact.
I’ve seen a heavy dose of this approach help many volunteers get over their cold feet or malaise when it comes to fundraising.
Step Three: Finding a New Seat on the Bus
seat on bus Sometimes we can’t fix the problem. Board members are people, too. Their parents get sick. Their marriages falter. They end up with a new boss who demands more from them.
When these things happen, the first order of business is empathy. This is what you’d do for a family member going through the same thing. Right? And board members are your non-profit family.
But whatever you do, you cannot make exceptions for individual board volunteers with regards to their fiduciary responsibilities. It is an all or nothing proposition.
I’ve seen it too often where one board member is given a pass (usually for good reason). It’s a slippery slope. Others board members start identifying reasons in their life why they can’t participate in fundraising. Worse yet, a schism materializes in the boardroom between “those who fundraise” and “those who don’t.” When this happens, resentment and ugliness aren’t far behind.
So, what does finding a new seat on the bus look like? It could be any number of things including (but not limited to):

Taking a short sabbatical from the board
Resigning from the board and moving into a new role (e.g. joining a committee, becoming a program volunteer, helping with small projects, remaining on as a donor, etc)
Acting as an advisor (e.g. monthly, bi-monthly or quarterly coffee meetings with the CEO or development director)
Becoming a community ambassador (e.g. speaking periodically at service clubs, etc)

We don’t banish or fire board members (unless of course it is a toxic/destructive situation). People who support our mission are valued and important. We keep them involved, but we do so in roles that are mutually beneficial and fulfilling.
How has your organization dealt with and addressed board members who quit fundraising (or maybe never really got started)? Please use the comment box below to share your thoughts and experiences. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

What RULES do you live by when it comes to fundraising?

July 7, 2016 erik Fundraising

rules1 Have you ever stopped whatever you doing, took a deep breath, and observed the world around you? (And I mean really take a deep look.) I did this just the other day, and what I saw kind of surprised me. Everywhere I looked I saw R-U-L-E-S. There were formal rules such as stop signs, registration forms and sales taxes. There were also informal rules such as people walking on the right side of the sidewalk.
As I pondered this revelation, it dawned on me how complex and layered this practice has become for humans. Consider the following:

There are rules that govern our international interactions (e.g. diplomacy, war crimes, etc)
In the United States, there are federal rules, state rules, and a myriad of local rules (e.g. municipal, county, township, etc)
Every profession operates within a set of rules (e.g. ethics, accreditation, operational norms, etc)
Individually speaking, there are informal rules many of us follow in public spaces (e.g. opening doors for others, smiling and shaking hands when introduced, not purposely passing gas, etc)
Also, individually speaking, many of us create a set of rules for ourselves when we’re not in public (e.g. wake-up at 7 am THEN start the coffee THEN let out the dog THEN feed the pets; brush teeth before leaving the house; make the bed)
I haven’t even mentioned . . . a) the rules of physics, b) the rules of biology, c) the rules of chemistry (all of which govern our ability to exist)
And don’t even get me started about the rules of God and our world’s major religious institutions

My mind was completely blown! (yes, I was completely sober)
It almost became overwhelming to think about how many rules existed in my little life. Many of which I don’t even think as I go about living my day-to-day life.
Of course, every once in a while, we are reminded about this phenomenon by authors such as Robert Fulghum, who authored “All I Really Need To Know I Learned In Kindergarten.”
Sometimes, we even enjoy a rebellious rock-n-roll song bemoaning all of the rules that exist in our world. One of my personal favorites is the Five Man Electric Band’s 1971 song “Signs.” I just love how the lyrics start off with “And the sign said, long hair freaky people need not apply.”
All of this deep thinking got me wondering about RULES that govern resource development and fundraising practices.
While there is obviously the Association of Fundraising Professionals’ (AFP) Code of Ethical Standards, my curiosity goes deeper. I am wondering what policies and practices (e.g. rules) you’ve put in place in your local organizations. And more importantly, I’m wondering why you feel these rules are important.
I looked at some of the resource development practices I put in place at my last organization. The following are just a few examples:

Gift acknowledgement letters must be in the mail within 24 hours of receiving a pledge/gift
All pledges/contributions must be entered into the donor database even if it meant double entry from other sources (e.g. duck race software, financial management software, etc)
All board volunteers were asked to hand write at least five thank you notes at the end of every board meeting to donors who made a pledge/gift in the last 30 days
Annual reports were produced and distributed in time for the annual dinner fundraising event held at the end of January
Every gift acknowledgement letter included IRS language in the footer of the letter indicating whether or not any goods/services were received by the donor in lieu of their contribution and the value of those goods/services

In addition to looking at my own experiences, I went back to an old training curriculum titled “Stewardship” to see if I could identify more “rules.” This was what I found on a PowerPoint slide titled “Stewardship Activities & Functions:”

State Registration — Before you begin to solicit, be sure you are in compliance with all state laws (State registration is usually done through the Secretary of State)
Acknowledgement — Official thank you letters or receipts that include information required by IRS
Recognition — Giving clubs, named gift opportunities, special events, individual activities
Communication — The information stream that reinforces appreciation of gift and tells about its impact
Administration — Back office activities in resource development and finance ensure gifts are accounted for and invested properly
Implementation — The work of executive director and program staff to see that gift is used according to stated purposes

Obviously, stewardship goes well-beyond simply thanking donors for their contribution.
As I bring this post to conclusion, I am first struck by how many formal and informal resource development and fundraising rules exist in the average non-profit. However, I’m also left wondering if all of these varied rules can be rolled up into more global truisms similar to the ones found in Fulghum’s book about the values we all learned in kindergarten.
Maybe one of those simple, comprehensive rules can be summed up as: “Treat your donors like your BFF.” (e.g. do unto others as you would have them do unto you).
What rules do you operate your resource development shop under? And why have you instituted those rules? Please use the comment box to share your thoughts and experiences. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

Report meetings are the key to better fundraising campaigns

June 30, 2016 erik Fundraising, volunteers

head in sand If I’ve seen it once, I’ve seen it over and over again. An organization puts the right people around the table and engages everyone in developing the right written plan for their fundraising campaign or event. They recruit the right people in the right way to work pledge cards or solicit event participants or secure sponsorships. They even go about assigning prospects/donors to volunteer solicitors very effectively. And then it happens . . . solicitation materials are distributed and everything comes to a screeching halt.
Why does this happen?
In my experience, the following principles must be in place for volunteer solicitors to thrive:

The campaign must feel well-organized
The case for support must be mission-focused and consistently messaged
Volunteers must be trained and feel supported by staff
There needs to be a written plan, and those asked to implement it needed to have some part in developing it
A sense of urgency (positive tenacity not crisis or consequence focused) needs to be genuinely felt by everyone
Everyone needs to feel accountable to doing what they said they would do

Having two or three of these principles in place isn’t good enough. If you lack one of these “engagement principles,” your fundraising efforts are likely to experience a hiccup of some sort.
One strategy that helps with two or three of the aforementioned bullet points is integration of routine “report meetings” throughout the duration of your campaign timeline.
What is a report meeting?
NegociateUpScale_crop380w A report meeting is simply a face-to-face meeting of volunteer solicitors, who come together to report their progress to each other.
How these meetings are facilitated is important. An ineffective report meeting is when volunteers give a simple report comprised of a few broad statements. Here is an example of such an ineffective report:

“I’ve called a few of my prospects, and left voicemail messages, but no one has called me back yet. I should be able to get all of my initial calls done by some time next week or the the week after.“

Effective report meetings are:

Facilitated by one person (which can be a staff person or the volunteer chair of the campaign)
Volunteers are asked to give their report one at a time
Volunteers go through their list of prospects/donors one at a time and provide a short progress report on each prospect
The entire team is invited to provide suggestions, offers of assistance and encouragement at the end of each volunteer solicitor’s report

Here is an example of an effective report:

“Last week, I called Sally and set-up a lunch meeting with her for this Friday. Yesterday, I met Joe and his wife at their lovely home and asked them to consider increasing their pledge from last year. They need some time to think it over, and I have a follow-up meeting schedule with them two weeks from Wednesday. As for John, I’ve called him three times both at home and the office, and he isn’t responding. If anyone sees John this week, please give him a friendly nudge and encourage him to give me a call.“

Keep these meetings focused and organized
focus If you’ve recruited the right volunteers with the right skill sets and experiences to work on your fundraising campaign, then these people are likely very busy.
There is no better way to disengage a busy person than by wasting their time. So, these report meetings need to be well-run and efficient.
One person designated as the facilitator can keep the meetings on track, gently move the group along if they end up off-track, and give the entire experience an organized feeling.
Create a sense of F-U-N
Yes, busy people typically dislike nonsense in their meetings, but there are ways to still have fun without it feeling like a waste of time.
One way I’ve seen fun injected into report meetings is by using a campaign theme to organize the report meeting.
For example, I once saw an annual campaign adopt a horse race theme. They met at the racetrack. Each volunteer solicitor was assigned a paper horse on a paper racetrack hung on the wall. There were point values assigned to various activities (e.g. securing a meeting, making an ask, securing the pledge card, etc), which translated into how far your horse moved along the track.
Of course, there were fun prizes and recognition involved in this friendly competition.
I’ve seen these strategies range from highly organized — like the one I just shared — to very simple (e.g. rewarding the number of completed pledge cards turned in at the meeting).
Whatever you decide to do, a little bit of fun can go a long way in making these meetings palatable for busy people.
Integrate mission into the meeting
mission We need to keep in mind that no one likes fundraising just for the sake of getting their friends to give them money. The reason volunteers sign-up to do what many people consider difficult and intimidating is because they are truly bought into your mission.
So, use these report meetings to remind them of why they agreed to do this in the first place.
This can simply be done by dedicating two or three minutes at the beginning of each meeting to a mission moment. It shouldn’t be too long and can be as simple as a:

testimonial
short story
video

Recognition is important
If your report meetings start to feel like beatings, then people will stop coming. In order to avoid this phenomenon, one of my clients started having a little fun with their recognition items. The following pictures are just two examples of inexpensive and creative recognition items you can use.

If the pictures are too small, hopefully you can see that the recognition items are as simple as a bag of Goldfish Crackers and a package of Reese’s Pieces with cute puns attached that recognize the volunteer’s accomplishment. What fun!!!
What if people cannot attend?
I’ve seen a few organizations successfully pull off report meetings via conference call, but not very often. Why? probably because it is too difficult to instill fun, mission-focus and urgency into a phone call. If you want my opinion, I prefer in-person meetings.
If someone absolutely needs to miss a meeting for a good reason, you should ask them to send a written report to be read at the meeting. But these absences need to be rare. Otherwise, everyone else ends up backing out of future meetings.
The best way to ensure good attendance is to set expectations up front during your initial recruitment visit. Clearly explain what you are asking of the volunteer and include report meeting attendance as of those expectation. It is best if you can actually share those meeting dates with the volunteer prospect during the recruitment meeting. (This should also be included in the written job description that you will leave behind after your initial meeting.)
For those potential volunteers who tell you upfront that they are happy to help, but cannot make your meetings, I strongly suggest you thank them for their consideration and not take them up on their offer. Obviously, don’t scorn them . . . but explain how important report meeting attendance is for success and then suggest a different opportunity for them to be involved in the campaign or your organization.
What does your organization do from a campaign strategy perspective to help create accountability, urgency and engagement from your fundraising volunteers? If you’ve used report meetings as a strategy, then what best practices have you used? Please share your thoughts and experiences in the comment box. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847

What should your non-profit learn from Great Britain's Brexit vote?

June 28, 2016 erik Board governance, Fundraising, marketing

brexit Last week, British voters stunned the world in a number of different ways. First, they voted in a non-binding referendum to invoke Article 50 of the Lisbon treaty, which triggers a process to disentangle Great Britain from the European Union (EU). Second, global financial markets have reacted poorly to this news because it injected a large amount of uncertainty into all things financial (apparently there is now a projection by some economists that there is a 30% to 50% chance the United States will now enter into another recession because of this vote). Finally, and most importantly, many people were stunned by reporting in the days following the referendum that there appears to be a growing number of voters who felt misinformed and regretted their vote.
As I listened to last week’s news coverage, I couldn’t help but worry about what this all means for the American non-profit sector.
Of course, the risk of another recession obviously spells trouble for non-profit organizations who are still digging out from the 2008 economic crash. However, this isn’t really what concerns me the most.
The fact that voters felt misinformed and ignorant about what they were voting on is a chilling realization and one that should concern every non-profit professional.
If you stop and think about this phenomenon for a few minutes, it isn’t really surprising.

People are busy
Many people report feeling as if our world is getting faster and faster
Information pours into our lives at breakneck speed (e.g. network television, radio, Google, Facebook, Twitter, cable television, data reports in the workplace, email-email-email, etc)
There appears to be a blurring of the lines between opinions and facts in the media
There is a media outlet (and internet link) validating every point of view . . . so if you believe it, then you can reinforce it thus hardening your opinion and becoming less likely to hear opposing viewpoints

Communications experts refer to this experience as “information overload.”
You may be asking yourself, “So what?”
Well, there are consequences . . .

Anxiety
Decreased productivity
Tuning out and unplugging

I’m sure some of you have heard the old marketing adage that it takes at least seven times of someone hearing/seeing an advertisement before it actually breaks through the noise and registers with them. This is a concept called effective frequency.
OK, so now you might be asking yourself, “What does any of this have to do with my non-profit organization?”
Let me attempt to answer this question with a few questions for you to consider:

What are the consequences of your donors not hearing your post-solicitation stewardship messaging?
What problems could result if your board members aren’t reading the reports and materials you send them prior to making decisions in the boardroom?
What could happen if staff aren’t processing and reacting appropriately to outcomes data, properly reading/implementing program curricula, or understanding the deliverables written into grant agreements?

If your answers were:

increased donor turnover
fewer dollars raised
bad decision-making
poor programming
decreased productivity and performance

. . . then you are likely on the same page with me.
Please don’t get me wrong. I’m not saying this is absolutely happening in your organization, but I am asking you to weigh the possibilities.
There are more theories and studies showing us the internet is rewiring our brains and changing: a) how we read and b) how we process information. (If you want to read more, click here … here . . . and here)
information-overload So, if you are still with me, you might be wondering what can be done to improve the likelihood that donors, board volunteers and staff are hearing (and understanding) what your organization needs them to know. While I am not a communications expert, here are a few thoughts:

Use more pictures and graphics
Tell more stories to convey your messages and contextualize your outcomes data
Segment your donors and do a better job at targeting your messaging
Use multiple communications channels (e.g. in-person, phone, mail, email, outdoor advertising, Facebook, Twitter, etc) and stop over reliance on email and mail
Integrate infographics, dashboards and scorecards into your boardroom materials
Redesign your meetings (board and staff meetings) to be more interactive / participatory

How does your organization communicate with its stakeholders? How do you know if your key messages are being properly received and understood? Please use the comment box to share your thoughts and experiences. We can all learn from each other.
Here’s to your health!
Erik Anderson
Founder & President, The Healthy Non-Profit LLC
www.thehealthynonprofit.com
erik@thehealthynonprofit.com
http://twitter.com/#!/eanderson847
http://www.facebook.com/eanderson847
http://www.linkedin.com/in/erikanderson847