For Lent or For Any Other Cause: Give up the Poor-Us-Nonprofit-Mentality

One of our all time great purchases was from a yard sale. It is a huge oriental rug (240 knots per square inch) that fit the living room in our new home. It cost $500 with the mat. Later, we had it appraised for $8,000. Over the 20 years we’ve owned it, we’ve paid more to insure it than it cost. Today, we’re buying a new house and the rug doesn’t fit. We visited a local rug dealer asking about a trade-in. He suggested we donate it. The dealer runs a for-profit. He wasn’t in the position to offer us a tax deduction, but you, dear nonprofit leader, can.

Before you bemoan the challenges you face because you are a nonprofit, remember the benefits that come with being who you are. Claim them, leverage them, and be strong.

Book Review: Raise More Money from Your Business Community

“We don’t have a chance to earn corporate support,” Tony complains, “We don’t have a single corporate headquarters in our region.” If you think like Tony, get ready to change your opinion. No matter if your nonprofit serves in a major city, or rural area without a single corporate headquarters for miles, you can raise funds from businesses. Lysakowski’s book, Raise More Money from Your Business Community, will help you to develop a systematic effort to partner with big and small businesses to raise money to meet your mission and to improve your community.

One extremely valuable area of Raise More Money is Lysakowski’s common sense suggestions on meeting and interacting with the business community that are scattered throughout the text. Since getting started is often the most difficult step in fundraising, you will find Lysakowski’s practical, doable advice helpful. She suggests, for example, working with chamber of commences and identifying potential opportunities including “unglamorous partners” like the millionaire who owns the car wash.

This book is excellent for nonprofit organizations that flounder in the business development area and those who believe little is possible, like Tony, whose community offers no corporate headquarters. If your goal is cause marketing and sponsorships, like the Statute of Liberty-American Express experience, follow Lysakowski’s suggestions to enhance your journey to these kinds of relationships. By interacting with businesses, you will have the opportunity to see new possibilities to enhance your nonprofit, businesses, and your community.

The Top 10 Things Your Donors Need to Hear From You

1. Thank you.
2. We see you as more than a just as a fat wallet.
3. We want to help you to achieve your hopes and dreams.
4. We are interested in what you want but also what the nonprofits needs. We will work to find ways to honor both needs in our relationship.
5. We will not take advantage of our relationship with you. This non-profit is worthy of your trust.
6. We respect you.
7. The paperwork will be completed promptly. You will have what you need for your taxes.
8. We will let you know that your gift was used as you requested and how it helped.
9. We still care about you after you give us a gift.
10. Thank you.

What would you add to this list? What are other key messages in regards to non-profit funding? How do you plan to make sure you communicate these critical messages to your donors and potential donors in words and actions? How do these contribute to a culture of philanthropy?

Better Than a T-shirt: Can You Earn Funds With Any of These Ideas?

On my last trip to to London, I experienced the following income generating ideas in practice. Read further to learn about current trends and opportunities that your nonprofit can copy or enhance to increase your income and fundraising.

1. Start With Planned Giving. When I arrived in the National Gallery’s lecture hall, a slide on the screen did not confirm the lecture’s name or offer a welcome. Instead, it invited participants to remember the Gallery in their will.

2. Not Always Free. While good for everyone, since it creates excitement and return visits, a special exhibit with a fee can provide revenue even if you regularly offer free admission. While the British Museum is normally free, a recent special exhibit cost twelve pounds.

3. Use Peer Pressure. Around London, all free sites had clear donation boxes labeled with a suggested donation. All contained money including bills and coins.

4. Press Buttons. If you offer an audio guide include a number and an invitation to listen to a message about your capital campaign or how people can help with a challenge. “For more about what is involved in keeping up the grounds at our garden, press 100. For more about how you can help press 101.”

5. Double Duty Tickets. If you print tickets for your events, consider doing what Westminster Abbey does—use their back to further your mission. The tickets included an invitation to return for a worship service with a list of service times.

6. Take Care of Your Donors Always. Much of London was under construction as it readies for the Olympics. The Globe Theatre was no exception. As part of their construction, one of the many donor walls was covered. However, the donor’s names were still visible. The Globe added a faux wall that included mock bricks with names.

7. Fee Plus Donations. Several sites asked for admission plus a donation of 2 pounds. At Kew Gardens the donation was one fee option at the gate.

8. From Visitor to More. Many sites offered attendees an opportunity for a return visit on the same ticket within one year. While few international visitors will take advantage of this, it creates goodwill among local clientele and offers you a chance to meet patrons with strong interest in your site. If you adapt this idea, remember to capture their contact information on the first return visit.

For more income ideas, see www.kedconsult.com/articles-resources/. Scroll down to the money and fundraising ideas section.

Five Reasons to Refresh Your Non-profit Organization’s Funding Strategy

What is “refreshing your non-profit funding strategy”? It’s gathering and studying your non-profit organization’s income opportunities for evaluation before selecting the excellent ones to pursue. Why is this helpful? We find five major benefits for non-profit organizations:

1. Fresh Motivation. Is it hard to motivate someone to chair your “tried and true” special event? Frankly, it is hard to motivate yourself to get an annual appeal letter ready? Or, call potential sponsors? If you are bored by how you obtain income, chances are you are not alone. While some work maybe a tad dull and starting anything requires a bit of a leap over inertia, fresh clarity and an improved certainty of outcomes makes every job easier. Because you can see they will work, refreshed funding strategies excite and motivate.

2. Get With the Times. Even if you wish it wasn’t so, the market where non-profit organizations operate changed dramatically in the last five years. Every one of your funding streams experienced changes. It is smart to acknowledge this reality. Yet, even though my crystal ball broke, in the shards I see continue to see incredible opportunity. Donors, customers, volunteers, and board members continue to develop new expectations about their funding relationships with you: new expectations that yield new opportunities. It’s smart to study the impact of changes to reduce and eliminate unpleasant surprises— and to take advantage of new opportunities.

3. Embrace the Best. Even if at times you feel stuck identifying funding opportunities, the truth is this: you have too many opportunities. Your greatest need is to know where to invest your time and discard efforts for so-so opportunities, as soon as possible. You need funding strategies that provide the most outcomes (money or resources) with the least work –over time. Refreshing your funding strategies helps you to identify these vital opportunities.

4. Educate. Your funding strategy may fit your nonprofit and organization’s skills and community perfectly. However, it is highly likely many near you do not understand it or “the why” behind it. If you hear a lot of far-fetched ideas, refreshing your funding strategy can help the sharers to move their energy to your strategy and away from collecting wacky ideas, since they seek to help. On the other hand, if you hear worthwhile ideas, refreshing your funding strategy is the place to air and evaluate options using rational criteria and to compare them to your existing efforts—rather than making a quick decision in the hallway between meetings.

5. Lost Funding. The number one reason to refresh your funding strategy is because you are missing opportunities to increase your funds. Enough said.

What benefits have you found from refreshing your funding strategy?

Is DonorEdge, The Giving Partner or Whatever Its Called Worth It?

Last month, I met with Mark Brewer. Mark leads the Community Foundation of Central Florida. While our visit concerned the needs of non-profit organizations in Central Florida for my funding strategy innovations, we talked a lot about DonorEdge. (Brewer’s organization calls their version of this Guidestar product, “The Knowledge Base.” The Community Foundation of Sarasota* named theirs, “The Giving Partner.”) Central Florida has used it for several years.

Coincidentally, the same week, I put the finishing touches on Selby Garden’s profile for The Giving Partner. What was the process like? Susie Bowie was extremely helpful. The on-line system worked well. The questions were neither difficult nor long. Yet, while the questions weren’t hard, the decisions behind them were challenging. Many involved an assessment of the best answer to give to further the Gardens’ donor development strategy. Questions like, “Which picture is best to use since we can only use one?” and, “What are the five most pressing needs?” involved thinking and planning. The work wasn’t hard, but the strategy and thought behind it were intense. So, what was the process really like? In all honesty, demanding. Yes, you can fill out the profile in several hours, but if you want it to be a tool to support your overall funding strategy, like the Gardens did, it will take lots more.

During the process, I wondered, as you will probably wonder if you take a serious approach, “Is this worth it?” After filling out a profile and talking to Mark Brewer and learning how Central Florida is using it, the answer is “Yes.” Here’s why I recommend you get out your welcome mat for it:

1. Important Information to Share. You want a current profile about your organization to give to potential donors. In all honesty, do you have it? You will with DonorEdge.

2. Sector Enrichment. The nonprofit sector, compared to other sectors, is data poor. DonorEdge helps to close the gap. How big is the average nonprofit board in Bradenton? What is the total amount of capital campaign funding being sought in Orlando? Now, we can learn and share these and similar facts.

3. Your New Wiki. You will soon use DonorEdge to answer quick questions. Filling out your profile teaches you what’s available. Once underway, you will be able to find out about someone else’s mission, an executive director’s background and key programs of other nonprofits by typing in their name and selecting a tab. My prediction: you will use it to look up everything from the important, what are their board members affiliations, to the curious, how long has the executive director been in place.

4. Donor Support. A profile placed in a database on the Internet will by itself drive few donations. However, a well-done profile which quickly provides donors considering funding your non-profit organization the peace of mind that allows them to write you that sizable check or click a donate now button. This 24-7 availability, allows you to sleep soundly, while your donor confirms your excellence at 2 a.m.

If you are struggling to fill out your profile, take heart. From what I’ve learned, it is worth your effort. If you have yet to develop a profile, get out your welcome mat and get started. What has your experience been?
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* The Giving Partner is a partnership of the Community Foundation of Sarasota County, Gulf Coast Community Foundation and Manatee Community Foundation—with support from The Patterson Foundation.

Hunting for Nonprofit Funding Ideas?

I’ve been told that I have more ideas about how non-profits can earn funding than anyone in the world. While no competition has been held to officially award the title, I do love and collect ideas that grow non-profit organization’s funding and resources. More funding for you translates into better communities for all of us.

If you're curious about where I get some of my ideas or you want to find more ideas for your non-profit organization, read The Idea Hunter by Andy Boynton & Bill Fischer.

The Idea Hunter, a quick read, reminds us that:
1) To find ideas, actively hunt for them.
2) Productive hunting requires that you move beyond your regular environment.
3) We need to write ideas down or loose them.
4) While many ideas provide small improvements that don’t solve the Euro crisis or global warming, they are still important. Many improve our lives everyday in small, but satisfying ways. Translated into non-profit funding, idea hunter ideas provide solid, sustainable growth rather than the unexpected and unpredictable million-dollar check.
5) In terms of donors and other funding sources, do not just collect ideas and data, train yourself to notice “incidents and customer service preferences that connect clearly…” (P. 80) with your mission and organization.

For more ideas on how to increase your non-profit income also read this article, Don’t Set Resolutions to Increase Your Funding.

How do you collect ideas to help your non-profit organization obtain funding?

Barrier to Earned Revenue: Cultural Change

Help the Resistance to Join the Cause
One of the biggest barriers non-profit organizations face in increasing their funding from earned income, is staff and volunteer resistance. In some cases, cultural resistance about asking for money or more money from customers, clients, or donors at non-profit organizations is so huge it curtails all discussion and results in significant income loss. In almost all cases, in every non-profit organization, you will encounter those who like the way things are now. This holds true even when it means you lack enough funding for your mission or even to pay them properly.

At Bok Towers Gardens, (read about their success with earned revenue in my new column, Your Profitable Non-profit) the support of the docents, who provided the house tours of Pinewood Estate, was the biggest hurdle they faced as they increased their income and attendance by 300 percent. In the new setup, instead of leading tours through the mansion, docents were assigned to various sites in the building. The docents preferred the old way of leading tours even as Bok Tower Gardens enjoyed wild success with the new approach. As a compromise that worked wonderfully, staff encouraged the docents to help visitors enjoy the mansion as they saw fit. If a group or individual were happy self-touring, they did not step in. If the visitors wanted more information, the docent created an on-the-spot experience.

After you identify great ideas to increase your income, expect resistance. When you encounter it, love people for their loyalty. Help them to understand how the change has the potential to impact your mission and funding. Explore compromises, like Bok Tower Gardens. Develop a plan to help the resistance join the cause.

What examples of cultural resistance, especially around earned revenue have you encountered? How have you overcome them?

Drinking The Kool-Aid: Balance Your Funding Messages With Reality

Face it. As a nonprofits leaders you are in the sales and marketing business. As a leader raising funds, you constantly share with others that your nonprofit organization’s work is important, meaningful and valuable. Indeed your work is important, valuable, and meaningful.

Obtaining funding requires that you present your work and services in the most favorable, hopeful manner. Yet, important, valuable, and meaningful does not equal perfect. Even the most exemplary nonprofits face daily challenge to step-up to the next level, to fine-tune their work, to provide more mission, and to prepare for the future. (Follow this link for the traits of exemplary non-profit organizations.) Non-profit organizations who do not meet these challenges will shortly become un-exemplary.

The danger comes when leaders get caught up in the positive message and believe they are important, valuable and meaningful –and that they have arrived. When leaders get caught up in the external message and forget imperfections and growth needs they can be poisoned by drinking the own Kool-Aid.

The solution is balance. Smart nonprofits leader balance their “we are worthy of your funding message,” while simultaneously sharing areas under construction. They tell us how they are working to improve and are positively honest about mistakes. This balance reflects reality. It also creates a community of support, including donors, staff and volunteers, who understand that being a successful nonprofit is an ongoing movement that result is falling into potholes from time-to-time. When these bumps come, and they will, most of the community who has been hearing your balanced message will remain loyal. They love you. They love your work. They believe you will meet the challenges you face.

How do you communicate worthiness of support to your external audience and acknowledge your need to improve daily? How do you help people who have joined your organization, but are disappointed when they learn it is not perfect?

How Can Your Board Help With Corporate Sponsorships?

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Board members help non profit organizations to earn corporate support in many ways. To develop and sustain corporate sponsorships, these three types of support are important for boards leading successful non profit organizations:

1. Provide oversight and balance to protect the non profits long-term interest.

2. Identify opportunities.

3. Create connections that lead to and build relationships.

Here is an example of creating connections that lead to and builds relationships:

A film festival’s board includes a number of members with extensive home entertainment systems who favor a particular specialty store. One member knows the owner of three local stores and has heard him talk about his marketing needs. Together, the development staff and board members develop a proposal with several sponsorship opportunities. The board member sets an appointment. The three meet. After learning more about the owner’s needs, they jointly craft a sponsorship package for $50,000. It includes festival advertising, plus an exclusive in-store event. Platinum film festival members will be invited to an intimate event for $75 per couple to share refreshments, view a new film, learn from the film producer and be introduced to a “cool” new piece of home entertainment equipment. Besides directly marketing to the right potential customers, the storeowner gains the opportunity to meet and continue relationships with platinum members, and share one of his sites, his enthusiasm, and his expertise. This successful non profit organization gains new funding and an enthusiastic new sponsor who shares strong alignment with their mission statement.

How have your board members helped your non profit to secure corporate funding?

To learn what your board members need to know about corporate support, read and then give your board this article.

Karen’s Ultimate Test: Is this a Good Plan?

We like to hike, especially as summer heat gives way to cool fall mornings. Sometimes we come to bridges. Stone bridges are good. Solid wood bridges are good. But open slat or rope or wobbly logs over swiftly moving creeks—not my favorite. Nonetheless, I will step upon them to cross if I can see that they will bring me to where I want to go… in advance.

Your plans should also let you “see” that you can reach your destination from where you are. With firm plans you can feel that the next step you take and each one after that will let you place your foot on something solid that leads you to your destination.

Can you in your minds eye see in advance how your plan gets you from here to there? How many of your plans, big and small, get you from here to there—in your mind's eye?

Planning, The Final Step Bridge Building

By far, the most complicated and most important step of planning is bridge building. The purpose of the bridge you will build is to get you from here to there. The bridge represents the steps you will take to move between these two spaces. A good bridge closes the gap between the two locations and it carries solid traffic. This is complex thinking. It involves concepts, making connections, identifying steps, estimating timing, using resources, testing ideas, and research. It involves eliminating good choices that do not work, coping with unknowns and not meeting everyone’s expectations. Throughout the planning process, hope is critical. You must believe that solid plans are possible and that the results will be worthwhile. Finally, good bridges and good plans are not built in a day or afternoon. Invest time and energy to create your bridge or plan from where you are now to your vision.

When it actually comes down to making “the plan” how do you organize the process so that nothing is overlooked?

(For more on the first two steps of planning, see my recent entries in this blog.)

The Critical First Step of Income and Other Planning: Destination

Our last entry talked about the definition of good planning. This one continues along similar lines and explores the first step of all good planning: Knowing Where You Want to Go.

Most nonprofits know where they want to go. Like New Englanders in January, everyone agrees, they want to go south for February vacation. Likewise, your nonprofit may agree that your “south” is to improve the quality of the bay water, the readiness of children for kindergarten or the lives of people with developmental disabilities. While you may know the direction, good planning demands that you stop and clarify what exactly constitutes your destination. After all, Miami, Tucson and the Caribbean are south as are Brasilia, South Africa and Newark.

What, for example, does it mean to help people with developmental disabilities to live better lives? To do good planning it matters if you’re talking about housing, employment, family relations or health matters. Each destination requires a different plan.

Knowing your destination allows you to draw a straight line to it from where you are. Good plans reduce expensive meandering. Clear destinations also create vision energy at the start of planning. (Won’t it be exciting to see this in action?”) This energy is needed as fuel for the deep-thinking work ahead.

How has clarifying your destination helped your planning process? How has lack of clarity created confusion?

What is Good Planning?

Planning is one of the many overused but little understood terms tossed around nonprofit organizations. Recently, several consultants from this blog were organizing an audio-conference for nonprofit board members on the topic. We started our planning by discussing the definition of planning. Fifteen-minutes later while we had made progress, we had also uncovered more questions than answers. If it took three experts fifteen minutes to begin to agree on what planning is—you will probably find some uncertainty at your organization. Yet, planning is something we do everyday. After all, you plan when you run out paper and make a note to pick it up after your meeting. You plan when you prepare for your special event. You plan when you determine how exactly you will improve transportation service for seniors.

For starters, here is a definition: planning consists of tasks, energy and resources applied to create a desired future. Good planning includes three components:

1. Where we want to go (the vision).

2. Where you are now.

3. The bridge you will build to get to the vision.

These three components are universal to all planning. This includes your smallest efforts (where should we hold our special event?) to big questions (what is the most effective way to cure cancer?)

How can you tell if your planning was good? If you can create, in your mind’s eye, the bridge you will build and imagine using it to travel from where you are to where you want to go.

When you plan, all three areas need your attention. Which area do you find that you neglect the most? Did you ever stop to define what planning was before you begin to do it?

Rational Fundraising and Income

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Is This Task On Your To-do List? Miss It At Your Peril

One overlooked task of nonprofits is to make sure they are rational in their fundraising and income development work. Why is this overlooked? People don’t realize it is needed. Most people come to your nonprofit based on their emotions, that is, their passions.

Passions are an excellent starting point. It is how we select the causes we care about from the overstuffed cereal-aisle-full of nonprofit opportunities. What do we believe in? What made a difference to us? What will make a difference in our community? We choose based on emotions. We choose based on passions.

Passions get us in the door. While passions should not be forgotten, they do not make a good base for fundraising and income development work. Passions alone do not create income. Passions mixed with rational actions based on research, strategy, analysis and planning do create income.

How can you tell if your fundraising and income development work is rational?

Here are three keys to evaluate it:

Key One: Logical and Realistic Expectations. If you raised $100,000 last year from earned revenue, it is logical given similar efforts and a similar market, that you will raise the same amount give or take 10 percent next year. If you never raised $100,000 is unlikely you will receive a gift this size, even if you included it in your strategic plan. Your fundraising and income plan are rational when you can identify short sequential steps that get you from here to there.

Key 2: Effort. The strategic plan states that the fundraising committee will raise funds. The committee meets regularly, directs several initiatives and makes appointments to ask donors for donations and to build relationships. In this case, effort matches the sought outcomes. Contrast this with a fundraising committee who meets for several times and then quits because they have no idea how to fulfill the goals given to them.

Key 3: Proven Paths. Not only must you put forth effort, it must be the right effort. Susan, in the midst of her first capital campaign, attends a workshop to confirm that her work as campaign coordinator is on track and that she has correctly organized her next steps. From her research, Susan learns that she has a proven plan to meet her goal.

Passions often rule, even in fundraising and income development work, unless efforts are made to be rational. What keys that show you are being rational would you add to these three? How do you make sure your fundraising and income development work is rational?

Ruined by Success? The Danger of Windfalls

The Young Parent’s Group won a grant of $50,000 to launch their program. It was a great step forward and, at the same time, almost did them in.

Senior Services received a bequest, from an elderly woman no one knew, for $250,000. It nearly ruined them.

Almost every nonprofit over time will receive one or more windfalls. At successful nonprofits, these windfalls create great celebrations. But after celebrating and investing the funds to better their mission and often to buy that new roof that caused so much anxiety, successful nonprofits return to their tried–and-true fundraising and income development plan.

For others, the windfall creates challenges. Like their successful counterparts they celebrate and often make similar mission investments. However, instead of returning to consistent fundraising and income development work, they fixate on obtaining more windfalls. At Senior Services, five hundred people visit them a year. How can they find the next person who will leave a bequest—when the last bequest was from a one-time visitor? The Young Parent’s grant came from the community foundation as it was launching a new initiative in the area. Which, they wonder, of the other 100,000 or so other grant sources available will give them $50,000 to operate next year?

How can you avoid a windfall from placing your nonprofit at-risk? First, be joyous and grateful. After the celebrations, return to a realistic income and fundraising plan that is based on consistent disciplined-work, proven outcomes and fit with your organization’s temperament. Follow the paths that successful nonprofits like you follow. When your nonprofit has lucky breaks—and you will, recognize them for what they are. Celebrate. Then, return to the tried-and- true.

How does your nonprofit handle windfalls? Have you developed a board policy about how to handle them? Has your nonprofit ever been “hurt” by success?

Better than Genetics: Family Philanthropy Traditions

Seventy percent of high wealth families have traditions that teach family values about the importance of philanthropy to their offspring. This fact presents nonprofits a wonderful set of opportunities. How so? As part of your strategy to create long-term donors, you can offer intentional programming to support this effort. This programming will offer high wealth families, who want to act on this tradition, an opportunity to create a deeper relationship with your organization.

Roxy Jerde, the Executive Director of the Community Foundation of Sarasota recently shared this piece of data at the Funder’s Forum. As an example, she also shared that she brought children from her family to a Ronald McDonald house to meet the residents.

Being open to young visitors, like the Ronald McDonald house, in one example of a way to support this tradition. How else might you support it? If your efforts are minimal but you would like to expand them, check out The Volunteer Family a nonprofit that supports family volunteering for ideas. If you want to be even more proactive offer specific events for young relatives. Some groups offer a volunteer or educational activity for families during school breaks and the summer. Others provide family tours on school holidays. Others offer opportunities one Saturday per month.

If part of your strategy to increase your nonprofit income is to reach new donors, consider helping families to continue or start this tradition in ways that feature your nonprofit. Choose your favorite idea, adapt it to create a signature family event and then share it here to inspire others. Or, if you already have one please share what have you already found to be successful.

The Cause and Corporate Funding

The most misunderstood nonprofit income source is corporate funding. Why? Many nonprofit leaders only vaguely understand the reasons why businesses provide nonprofits money. Yet, most nonprofit leaders would like this income. To obtain it, one must understand the reasons why such partnerships form. Last month’s Added Value article listed five reasons:

· Business Opportunities. Businesses seek to increase their customer base and goodwill among current customers. Nonprofits that reach their customers or potential customers provide an opportunity.

· Employee Support. By maintaining loyal employees, businesses reduce recruitment expenses and improve employee morale. Supporting nonprofits demonstrates that the company has a heart.

· Repayment. The funds represent a concrete expression of business’ gratitude for the community support that made success possible.

· The Cause. A business leader has a passion for your mission. Business income provides him or her with a vehicle to act on their passion.

· Strategic. The business recognizes that working with a nonprofit is a chance to meet these or similar objectives with one check.

Are there additional reasons you would add to this list? Has your nonprofit been funded by a business for a different reason? Are you a business that funds a nonprofit? If so, why?

Read the article, How to Succeed In Business, What Your Leaders Need to Know About Corporate Funding here.

Serving on a Nonprofit Board is Good Business

This summer several blog contributors are presenting a series of audio conferences entitled Serving on a Nonprofit Board is Good Business. The series prepares individuals to serve on boards of nonprofit associations. While aimed at board members, executive directors can also learn from them. A recent session, Engage! Provide Oversight, lead by Dr. Terrie Temkin provided these helpful tips:

1. Terrie suggested developing a checklist to help complete all board essentials quickly. She shared that most boards spend ALL their time on these essential but routine items, which leaves little time for thoughtful strategic conversations. Do you have a checklist for routine items? When can you develop one?

2. While you might already have one or more skeptics on your board, Terrie suggested you make this role available to everyone by creating a “skeptic of the day.” This person asks dig-deeper questions to stop automatic group consensus and encourages thoughtful questioning. By sharing the role you will hear a new voices and new questions.

3. You can’t be everywhere. Terrie recommended dedicating a few minutes at each meeting for a “By the Way Conversation.” During this time people share what they have heard about your organization and key community events that impact it. What can you discover if you regularly ask your board members what is new? What events did they attend since you last met? What did they learn? “By the Way Conversations” help you to learn all over the community.

In a few weeks the group presenting this series will meet for a planning session. Do you have any interest in a series like this for your board members? (The current series is for members of the Society for the Advancement of Consulting only.) Would you be interested in a similar series for executive directors? Let us know your thoughts so we can include them in our plans. Thanks!

The (Anxiety Causing) Panel Review

The room is dark except for a projection screen that displays a slide outlining your proposal. Fourteen people sit at a conference table: eleven panel members and three staff. The name of your organization is called. You stand and move forward. At the podium, you introduce yourself. An icon on the screen flashes, “Questions. Questions. Questions.” The panel members shoot. And, you field a dozen questions (seems like more!) about your 63-page application, your reports from last year and literally anything that pops into the minds of the panelists or staff and strikes them as relevant.

It’s the grant panel review. You want to help you organization to receive the funds. You want to help the panel and staff to understand the importance of your work. How can you excel in this setting? Here, are three of more than a dozen guidelines we offer to nonprofits with whom we consult, to help them shine in this potentially anxiety-causing situation.

1. Prepare. Review your materials—an obvious suggestion. Here is a new twist. As your review, note areas where you want to provide updates. Where has the situation changed since your wrote the grant, e.g., a staff member was added with outstanding credentials? In your materials, do you find any vague answers you can clarify? Finally, what questions would you have if you were a panel member? Prepare how to respond. Prioritize points to make.

2. The Messages. Identify up to three key messages. What do panel members need to know—and remember after you leave the room? While “#1 Prepare” is about supplying critical details, messages are main ideas that carry emotional content. How will you change lives? How does your proposal meet the donor’s goals? Why is it urgent to fund this proposal this cycle? During the panel review in as many answers as possible include key messages.

3. Use We. During your presentation think and use “we.” This embraces the audience (and those they represent) in your work. It helps you to remember that they truly are potential partners and not, despite their numbers and the room’s darkness, inquisitors. However, using “we” is more than just tossing it into the conversation. Use a “we” that views the meeting as an opportunity to engage the panel members and staff in a deeper relationship with your organization.

Karen Eber Davis Consulting helps nonprofit organizations and businesses that work with them create sustainable income and innovative to get them there. With her help, nonprofits have earned more than ten million dollars in strategic grants—resulting in new funds and more resilient nonprofits. Sign up for Added Value today for more articles about nonprofit funding and innovation.