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.
Showing posts with label vision. Show all posts
Showing posts with label vision. Show all posts
Friday, March 30, 2012
Wednesday, December 22, 2010
What Everyman Can Learn from Student Philanthropists
I’m an avid NPR listener. For awhile, now, I’ve regularly been hearing a message from the Community Foundation of Broward (Florida) on my local station that goes something like this: Bill Gates and Warren Buffet are encouraging their fellow billionaires to pledge half their fortunes to charity. But why let them have all the fun. You can participate in the joy of giving by making a gift through the Community Foundation.
I don’t know how well people are responding to this proposition. While I think it’s extremely clever and I hope it’s successful, I’m sure a large number dismiss it, believing that the Gates and Buffets of the world can afford to give half their money away to charity and never even miss it. After all, Gates’ 2010 estimated net worth is $54 billion and most of us assume that one can still live pretty nicely on $27 billion. But for Main Street USA, where, according to the Federal Reserve Board’s 2010 survey, half of Americans have a net worth of less than $84,000, giving away a significant portion of your money to charity doesn’t seem very realistic.
Yet, three graduate students at Rutgers University think it’s doable. Philosophy majors Nick Beckstead, Tim Campbell and Mark Lee have made their own significant pledge to give away a set percentage of their annual income to causes that they feel will do the most good in the world – not just over the next few years, but for life.
The three say they were influenced by Australian applied ethics philosopher Peter Singer, who holds dual appointments as the Ira W. DeCamp Professor of Bioethics at Princeton University and Laureate Professor at the Centre for Applied Philosophy and Public Ethics at the University of Melbourne. In 1972 Singer published an essay entitled “Famine, Affluence and Morality,” in response to the mass starvation found in Bangladesh. In that article Singer argues that it is a moral imperative for persons of affluence to give more to humanitarian causes than they typically do: "People do not feel in any way ashamed or guilty about spending money on new clothes or a new car instead of giving it to famine relief. (Indeed, the alternative does not occur to them.) This way of looking at the matter cannot be justified. When we buy new clothes not to keep ourselves warm but to look 'well-dressed' we are not providing for any important need."
Few would classify graduate students as affluent and therefore individuals to be held to Singer’s standard. But in a December 11, 2010 Wall Street Journal article by Shelly Banjo, “Pledging to Give What They Can,” Beckstead says. "Someone who makes $25,000 is in the top 3% of the world's wage earners." Campbell adds, "It puts things into perspective and makes you realize you're on a much higher ladder than you think."
When I read the Wall Street Journal article I was incredibly impressed and began sharing the story with friends, family and colleagues. The responses I got all credited the three for pledging something so admirable. But, almost to a person added that they’d like to follow the three over the next 10 years as they graduate, start to have families and take on obligations for feeding, sheltering, educating and paying health care costs for those families – especially in America, where the costs for such basics are far more than in many other parts of the world.
The three have obviously been told this to their face. Beckstead is again quoted in the Wall Street Journal article as saying, "When people see us pledging to give away their income, some are critical and say this is an idealistic idea that they'll realize is unworkable in the real world. We think otherwise; this is a long-term decision."
I believe that a clear vision and commitment to that vision are the first steps in actually creating the world we all want to live in. Beckstead, Campbell and Lee have that vision and commitment. Whether or not they move away over the years from the level of financial commitment to which they’ve recently pledged,they will undoubtedly continue to give. And, right now they serve as extraordinary role models. Obviously, they are role models for other young people, who might be influenced to give more of their discretionary funds to charity or even join or start a chapter of Giving What We Can – an organization pioneered in Oxford, England that the three are bringing to Rutgers. But they, probably more than Gates and Buffet, are role models for the rest of us too. After all, if they can make this commitment on a 20-something’s salary, the rest of us should be able to pledge at least a bit more.
There is beautiful saying by Leo Burnett, “If you reach for the stars, you may not quite get one, but you won’t come up with a handful of mud either.” Keep reaching Nick Beckstead, Tim Campbell and Mark Lee.
I don’t know how well people are responding to this proposition. While I think it’s extremely clever and I hope it’s successful, I’m sure a large number dismiss it, believing that the Gates and Buffets of the world can afford to give half their money away to charity and never even miss it. After all, Gates’ 2010 estimated net worth is $54 billion and most of us assume that one can still live pretty nicely on $27 billion. But for Main Street USA, where, according to the Federal Reserve Board’s 2010 survey, half of Americans have a net worth of less than $84,000, giving away a significant portion of your money to charity doesn’t seem very realistic.
Yet, three graduate students at Rutgers University think it’s doable. Philosophy majors Nick Beckstead, Tim Campbell and Mark Lee have made their own significant pledge to give away a set percentage of their annual income to causes that they feel will do the most good in the world – not just over the next few years, but for life.
The three say they were influenced by Australian applied ethics philosopher Peter Singer, who holds dual appointments as the Ira W. DeCamp Professor of Bioethics at Princeton University and Laureate Professor at the Centre for Applied Philosophy and Public Ethics at the University of Melbourne. In 1972 Singer published an essay entitled “Famine, Affluence and Morality,” in response to the mass starvation found in Bangladesh. In that article Singer argues that it is a moral imperative for persons of affluence to give more to humanitarian causes than they typically do: "People do not feel in any way ashamed or guilty about spending money on new clothes or a new car instead of giving it to famine relief. (Indeed, the alternative does not occur to them.) This way of looking at the matter cannot be justified. When we buy new clothes not to keep ourselves warm but to look 'well-dressed' we are not providing for any important need."
Few would classify graduate students as affluent and therefore individuals to be held to Singer’s standard. But in a December 11, 2010 Wall Street Journal article by Shelly Banjo, “Pledging to Give What They Can,” Beckstead says. "Someone who makes $25,000 is in the top 3% of the world's wage earners." Campbell adds, "It puts things into perspective and makes you realize you're on a much higher ladder than you think."
When I read the Wall Street Journal article I was incredibly impressed and began sharing the story with friends, family and colleagues. The responses I got all credited the three for pledging something so admirable. But, almost to a person added that they’d like to follow the three over the next 10 years as they graduate, start to have families and take on obligations for feeding, sheltering, educating and paying health care costs for those families – especially in America, where the costs for such basics are far more than in many other parts of the world.
The three have obviously been told this to their face. Beckstead is again quoted in the Wall Street Journal article as saying, "When people see us pledging to give away their income, some are critical and say this is an idealistic idea that they'll realize is unworkable in the real world. We think otherwise; this is a long-term decision."
I believe that a clear vision and commitment to that vision are the first steps in actually creating the world we all want to live in. Beckstead, Campbell and Lee have that vision and commitment. Whether or not they move away over the years from the level of financial commitment to which they’ve recently pledged,they will undoubtedly continue to give. And, right now they serve as extraordinary role models. Obviously, they are role models for other young people, who might be influenced to give more of their discretionary funds to charity or even join or start a chapter of Giving What We Can – an organization pioneered in Oxford, England that the three are bringing to Rutgers. But they, probably more than Gates and Buffet, are role models for the rest of us too. After all, if they can make this commitment on a 20-something’s salary, the rest of us should be able to pledge at least a bit more.
There is beautiful saying by Leo Burnett, “If you reach for the stars, you may not quite get one, but you won’t come up with a handful of mud either.” Keep reaching Nick Beckstead, Tim Campbell and Mark Lee.
Tuesday, June 29, 2010
Values as Visuals
My new post at PhilanTopic, the Philanthropy News Digest blog, explores the use of new tools for articulating values, vision, and mission.
Imagine using Dialoogle and Picture Your Legacy with non-profit and philanthropic leaders, helping them to articulate their passion for the organizations for which they work or volunteer, and uncovering stories that could be shared when soliciting donations and other forms of organizational support. Imagine using the cards and iPhone app to commence group discussions, and to move into collaborative problem solving.
Imagine using Dialoogle and Picture Your Legacy with non-profit and philanthropic leaders, helping them to articulate their passion for the organizations for which they work or volunteer, and uncovering stories that could be shared when soliciting donations and other forms of organizational support. Imagine using the cards and iPhone app to commence group discussions, and to move into collaborative problem solving.
Saturday, March 27, 2010
Use Your Vision to Find Untapped Resources
The March 22 edition of Philanthropy Journal featured an article with the headline, Business partnerships seen boosting nonprofit causes. But, how do nonprofits identify the most appropriate partnerships? They can start by turning to their vision statements.
A well-written vision statement will have a community focus, that is, instead of speaking to how the organization will be seen – e.g., as the best, most successful, well recognized, etc. – it points to the impact it promises to make in the community. Most organizations have vision statements that actually reflect several such strategic impacts. For instance, a senior care facility might have a vision that commits to providing a warm, caring and safe environment where seniors requiring some level of outside support are able to spend their days living with dignity and respect at their full potential. In this case, the strategic impacts are 1) providing a warm, caring and safe environment for seniors; 2) helping seniors that require some level of outside support; and, 3) ensuring that these seniors have the opportunity to live to their fullest potential with dignity and respect.
Begin by identifying the strategic impacts in your vision statement. Then, for each, brainstorm those businesses or institutions that might also be interested in, or would benefit from, having a similar impact. In our example, those that might be interested in warm, caring and safe environments could include the police, security companies, other senior care facilities, real estate developers, families facing the need to find somewhere to place a loved one, families that had a bad experience when placing a loved one and who don’t want anyone else to go through something similar, doctors that know that their older patients do better – live longer and healthier – in such environments, nurses, home health companies, those that run training programs for nurses aides, and so on. Stretch. Get creative when listing possibilities.
After you have identified as many broad categories as possible for each strategic impact, determine which have the greatest capability to serve as a good strategic partner and/or to provide resources to your organization. Plug each of these types of businesses into a search engine such as Google, along with “vision” or “vision statement” and the words that make up your strategic intent. What will return are the specific businesses that share your beliefs, concerns and commitment. You now have several entities to approach and a common bond from which to start a conversation.
Avoid going in with hand outstretched. Research what their needs are and ask for an appointment to discuss how you might help each other accomplish your shared vision. Focus on advice – not money – at least at the beginning. People are almost always willing to offer intellectual capital. That often leads to money or gifts in kind however once they get to know your organization and become invested in it. In any case, your organization has successfully begun the important process of community engagement. That will bring its own rewards (the subject of another blog!).
Thanks to my colleague Steve Bowman of Conscious Governance in Australia for generously sharing this concept.
A well-written vision statement will have a community focus, that is, instead of speaking to how the organization will be seen – e.g., as the best, most successful, well recognized, etc. – it points to the impact it promises to make in the community. Most organizations have vision statements that actually reflect several such strategic impacts. For instance, a senior care facility might have a vision that commits to providing a warm, caring and safe environment where seniors requiring some level of outside support are able to spend their days living with dignity and respect at their full potential. In this case, the strategic impacts are 1) providing a warm, caring and safe environment for seniors; 2) helping seniors that require some level of outside support; and, 3) ensuring that these seniors have the opportunity to live to their fullest potential with dignity and respect.
Begin by identifying the strategic impacts in your vision statement. Then, for each, brainstorm those businesses or institutions that might also be interested in, or would benefit from, having a similar impact. In our example, those that might be interested in warm, caring and safe environments could include the police, security companies, other senior care facilities, real estate developers, families facing the need to find somewhere to place a loved one, families that had a bad experience when placing a loved one and who don’t want anyone else to go through something similar, doctors that know that their older patients do better – live longer and healthier – in such environments, nurses, home health companies, those that run training programs for nurses aides, and so on. Stretch. Get creative when listing possibilities.
After you have identified as many broad categories as possible for each strategic impact, determine which have the greatest capability to serve as a good strategic partner and/or to provide resources to your organization. Plug each of these types of businesses into a search engine such as Google, along with “vision” or “vision statement” and the words that make up your strategic intent. What will return are the specific businesses that share your beliefs, concerns and commitment. You now have several entities to approach and a common bond from which to start a conversation.
Avoid going in with hand outstretched. Research what their needs are and ask for an appointment to discuss how you might help each other accomplish your shared vision. Focus on advice – not money – at least at the beginning. People are almost always willing to offer intellectual capital. That often leads to money or gifts in kind however once they get to know your organization and become invested in it. In any case, your organization has successfully begun the important process of community engagement. That will bring its own rewards (the subject of another blog!).
Thanks to my colleague Steve Bowman of Conscious Governance in Australia for generously sharing this concept.
Monday, March 8, 2010
Enlarge your circle and define opportunities to attract more volunteers
We often hear these days about the lack of volunteers in the non profit sector and program cutbacks and closures as a result. In the "good old days" not only did people feel it was their duty to help out, but we had a willing and ready volunteer workforce made up of women who did not work outside the home.
Times have changed dramatically and so must the way we treat and attract volunteers to our causes. What makes someone volunteer?
- they like the people involved in the activity or cause
- they have an opportunity to use their skills or to learn new ones
- they want to have some fun!
How can we create better conditions to attract those volunteers?
- Ensure your vision is clearly and consistently articulated
- Help volunteers understand the role they play in achieving the vision
- Show them how the vision fits into the broader community needs
Linking the vision to broader community needs means you can cast a wider net beyond your obvious supporters. There may be people that are unaffected directly by your cause, yet see an opportunity to contribute to the community by using their skills and having some fun.
Clearly define volunteer roles and responsibilities in position descriptions so people know what they have signed up for. Then treat them as a vital part of the organization and you'll both reap the benefits. Get rid of the attitude that someone is "just a volunteer" by encouraging and expecting them to do the best they can at whatever they have been assigned.
Shifting your attitudes and enlarging your circle will allow you to attract and use your volunteers effectively - a win-win situation for everyone!
Laura Mikuska
Mikuska Group
Fund Development & Event Specialists
Monday, December 14, 2009
Quit Your Once Per Year Strategic Planning Retreat
Is one of your year-end tasks to set-up a strategic retreat for your board? If so, take the one-time-per-year get strategic-planning event off the list. Instead, plan a retreat plus eleven months worth of strategic thinking conversations to help your board and organization be more strategic.
Why?
-Good and regular strategy thinking eases decision-making. Henry Mintzberg writes that strategic thinking is seeing beyond, it constructs the future itself and it invents a world that would not otherwise be.
-Boards who dig deep into strategy and help you to do deep thinking, spend less time digging into management details. When you serve boards their main course, the strategy, they have less time in feasting on staff responsibilities.
Here is one idea to use in stimulating a strategic conversation:
Hand out a photo of your organization from Google Earth to your board members. Ask them what happens when we look at our work big picture? What relationships of ours do you see differently from this perspective? How might others see us?
My December 15 newsletter (available to newsletter subscribers only; email me at info@kedconsult.com to receive a copy of it, subject line: “strategic.”) shares a month-by-month plan of strategic conversation topics suitable for your board.
Monday, December 7, 2009
Reducing Organization Clutter
Do you have 97 t-shirts from last year’s walk-a-thon in your attic? Or, 223 cookbooks that a past fundraising committee insisted would fly off the shelves, but now gather dust in your office? How about those 2,712 planned giving brochures you bought because of the volume discount?
Does your organization use clutter to avoid reality?
Brooks Palmer new book, Clutter Busting, while aimed at individuals, can help your organization shed items, like these, in the way of making progress toward achieving your mission.
Friday, August 21, 2009
Self Esteem and Non Profits
Some non profit organizations are lacking in self esteem. They quietly toil away in relative obscurity, wearing the "best kept secret" moniker as a badge of honour. While it may seem crass to "blow your own horn", that's exactly what organizations need to do in order to become more effective.
Don't be afraid to stake your territory on the web. Twitter, Facebook, LinkedIn and your own website are all ways to get your message out. Make sure that everyone in the organization is following your policies on communications before they begin to "tweet" to maintain brand messaging. Register your own domain name (www.yourbrand.com) so that people can find you easily when searching.
The Internet is today's equivalent of the soapbox - get on yours and shout your mission, vision and values to the world!
Laura Mikuska
Consultant
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