Tag Archives: NGO

Stop Telling Nonprofits to Act More Like a Business

Recycled Stop Sign by Arlette

Recycled Stop Sign by Arlette

I wish someone would stand up at a General Motors or AIG board meeting and say: “You know what guys, we need to act more like a business.” It would be one of those awkward moments where everyone around the table would stare blankly at one another not knowing what to say.

This statement, commonly heard by nonprofits, stinks. It is akin to diagnosing a broken toe by telling the patient she has a fever. All nonprofits must be operationally effective, but this is not what the statement implies. It furthers the perception that if you do not operate with a profit motive you do not understand business. It says: “for-profit expertise trumps nonprofit expertise.” It is one of the greatest barriers to deep collaboration among board and staff members—pitting the knowledgeable business leader against the knowledgeable community worker. Money vs. mission.

We need to smash these stereotypes. Running a non-profit business is different than running a for-profit business; the same way running a food shelf is different than running a theater company. Are there similarities? Of course. When making major strategic decisions do these similarities count? Not really. Board and staff leaders need to learn the business they are in— not just business. This calls for cultivating discussions where progressively more specific questions about the work are asked.

Here are a few questions to get the ball rolling:

• How are the needs of the people we serve changing?

• What are we most passionate about as an organization? How are our passions relevant to the people we serve?

• What are we best at delivering to the people we serve? Is it valuable to them and do they believe we are successful in delivering what we promised?

• What is the source that generates resources for us? For example, is it our relationships or our results? Does it fit with our capabilities and what we are passionate about?

• Are our operational practices aligned with the mission-driven results we seek to create? If not, where do the breaks occur and why?

• What capabilities do we need to develop, hire, or find? Are the existing capabilities we have within our organization positioned in the right areas?

I am big believer in nonprofit business best practices, but I am also big on listening carefully to your organization and letting it teach you what it needs to succeed. The point here is for board and staff leaders to learn the business rather than try to act like one. GM and AIG spent the last few years acting like one and now (hopefully) their learning to be one again.

I can be reached at carlo@creationincommon.com. Thanks to Tweeple @steveames, @TammieJones, @creativecarissa, @padraiclillis, @cic3 and @amyshropshire for challenging my thinking on this topic.

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Revitalize Your Nonprofit’s Identity on a Shoe String




red strings
Originally uploaded by fuzzonce

I am always looking for inexpensive ways to help organizations strengthen their power to engage the public. One of the best ways to do this is by reaffirming your organization’s brand identity rather than trying to create a new one from scratch. This type of overhaul relies more on creating internal clarity rather than spending a lot of money on a new logo, printed materials, and in rare cases a new name. Sometimes we think that we need a bigger billboard (and some organizations do need one), but most organizations who consider themselves a “best kept secret” can get very effective results by taking small yet very important actions that are cost effective.

Here are a few strategies to consider before investing large amounts of resources:

Identify Specific Goals – First off, wanting greater awareness about your work is not a viable goal for a nonprofit organization with limited resources. Your goals need to be very specific. For example: “My organization wants to …

Increase city government leaders’ understanding about our programming offerings;
-or-
Deepen major donors’ understanding about our long range goals;
-or-
Broaden our service reach among families in the Phillips Neighborhood.”

Unspecific goals like “wanting greater awareness” lead to unfocused choices regarding how to use your dollars and create results that are hard to track. On the other hand with specific goals, like those listed above, you are able to locate who your target audience is and track the progress you are making with that audience. More importantly, because your audience is more defined you are able to be creative with how you are going to reach them. A billboard will probably not be very effective with city government leaders, but one-on-one conversations with specific leaders in that group will be.

Get Specific about Your Message – If you have read some of my past articles, you know that I harp on this time and time again. If you want to reach your audience, you need to provide them with a message that is meaningful to them not just meaningful to you. A good message positions the unique value you deliver in terms of the beliefs that you and your audience hold in common.

Tag for Value – Your tag-line, second only to the organization’s name, is the widest key message that will be conveyed to your public. Most organizations choose a tag-line to further explain what the organization does. I think it’s more important to convey a message about the value you create for the community, so that people know what you deliver when you deliver it.

Identify New Colors – A new color palette for your identity system can go a long way to sharpening an identity system that has dulled over time. Often, colors become excessively used or begin to mean something that isn’t what you want to convey. Consider changing them if you feel that the look of your type face and any graphic element still conveys what your organization stands for.

Educate. Educate. Educate – Finally, we often find organizations wanting a new identity system because they want to shake up the organization as much internally as they want to have a big splash externally. The real issue here is to educate your board and staff about the organization’s current identity. Help them understand the unique value the organization is delivering to the community and the unique way you deliver that value. Also, help them develop their story about the organization, not just an elevator speech they can memorize, but a personal story about the impact the organization is having on the community.

The financial difference between needing a new identity system and refreshing an already existing one is huge. By considering these strategies, you can begin to think through what you really need and strategize how to use your resources more effectively.

If you are interested in Creation In Common helping you identify what you need to address with your organization’s identity, go here for more information on our free Nonprofit Branding Needs Assessment.

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The Girl Effect: Great example of social (and viral) marketing

I know. I know. This video has already made the rounds. It’s been out there for a while. But I have to say its one of the most moving examples of how good creative can help deepen a cause, and how web 2.0 can take that good creative far and wide. If you haven’t seen it, I would love to hear your reaction. If you have seen it, I would still love to hear your reaction (I would be curious to know if it stuck with you as long as it has stuck with me).

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Fundraising Roles — Cast Board and Staff in the Right Parts!

Fundraising RolesYou can’t get anyone to do anything, if they don’t want to. Especially when it comes to fundraising. But you can help people play to their strengths.

Fundraising isn’t a solitary act, its a process that requires a group of individuals to play multiple roles and work together toward the same goal. The above chart identifies these roles. The secret is to spend time figuring out the right casting. This requires us to observe our board and staff in action, to talk to them about what they enjoy doing, to observe how they listen to others and well they communicate. Most importantly, we want to engage our board and staff in a way that they feel most comfortable, allowing them to naturally connect to the role.

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Three Steps for Successful Individual Donor Cultivation

Lead Educate Close

We often hear how hard it is to ask for money, but rarely does anyone tell us how hard it is to generate donor prospect leads or to educate those prospects. In fact, if you are successful at generating leads and educating them– closing becomes the easiest part. We have been using the above model as a simple way of explaining successful individual donor cultivation. Here is how it works:

Lead Generate — Your fundraising strategy needs to include ways to introduce your cause to different target audiences. Here, volume counts. You want to find opportunities that allow you to give a brief overview of your cause as well as give your audience the opportunity to opt-in and learn more about your organization’s work. Most importantly, these are opportunities to make a connection and that is done by meeting your audience where their in terms of their values and beliefs  as opposed to trying to push lots of information at them. The goal here is to make a connection, listen, and give them an opportunity to continue the relationship by opting in for an experience to educate them about the organization.

EducateOnce your prospect has opted-in you can begin to educate them about your organization. We have a few rules here. Again, don’t overwhelm. Use a story to illustrates the specific value your organization creates, rather than giving them a laundry list of programs and services. Also, make the case. Do this by telling your audience what you intend to accomplish in the future in terms of the community impact you wish to have. The goal here is to educate them, but also to learn about how your audience relates to your cause.

Close – By this point, you should know enough about your donor prospect(s), that you are ready to position the ask in terms of their interests and the impact that your organization expects to achieve. Here you are making the connection between the two. No matter what the reaction is (yes, no, maybe), it’s important to make sure that you have a follow-up plan. This allows the relationship to continue, and as long as the donor prospect or donor is willing to continue the relationship, you should always be creating opportunities to educate them.

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