Is Fundraising an Art or a Science?

You meet your donor for coffee and chat about what’s happening in her life. Mostly it’s personal stuff, but you smile, nod and sip your coffee.

She asks about one of your nonprofit’s program and you’re prepared with solid stats and a couple of impact stories. Your donor smiles and shakes her head, yes.

So you make the ask.

Suddenly, the temperature drops 10 degrees, a noticeable change in your donor’s demeanor. She glances at her phone, exclaims over the time and rushes out the door without saying yes, but not saying no either.

You give her a quick hug, and sit back down to finish your coffee, wondering what went wrong. In your mind, you review the steps you’ve taken to cultivate this donor and prepare for the ask.

How you wrote a warm, personal note on the thank-you letter of her and her husband’s third gift this year.

How you took them on of a tour of your facility, showing them the impact of the program for which they both seem to have an affinity. You even invited the chair of your board to join you for this tour, and they discovered they both belonged to the same country club.

How this Power Couple also came to your gala dinner last month, bidding on some high ticket items while seated at a table of other high-end donors.

According to all the training and guides and handbooks on fundraising, you should have had a very willing donor ready to make a substantial gift at your coffee meeting. That’s the science behind fundraising – a series of steps and interactions that ultimately lead to major gifts.

But fundraising is more than a science. A good fundraiser understands the art of fundraising, and knows that sometimes the best ask is no ask.

In this scenario, here’s where a truly savvy fundraiser is going to succeed by recognizing that art.

While it’s true that women tend to be the charitable-giving driver in heterosexual couples, agreement is required from both members of a power couple. In this case, both people needed to be present for a major ask.

Your Power Couple has already made four gifts this year – three smaller donations and one fairly large one at a gala event. Why are you asking again just a month after a major fundraising event? Donors don’t like being treated like ATMs where you consistently make withdrawals.

Your donor started off the meeting talking more about personal topics. The fundraiser would have been smarter to simply follow her donor’s lead and talk about the program the donor asked about, but simply thank the donor for their major gift at the event and talk about how much of an impact it made.

That warm, effusive and genuine gratitude would likely have been carried back to the donor’s spouse in their conversation over dinner or as they were turning in the for the night.

Instead of making an ask, you’ve planted a seed that will grow as the couple continues to be engaged. Perhaps they would have taken your nonprofit’s mission back to their respective businesses as potential recipients of corporate donors.

Perhaps in a few months, you could have invited both of them to dinner with your executive director and made a substantial ask then. With both of them present, after a period of months have passed since their last substantial gift.

That, my friends, is a fundraiser who understands the art of fundraising, one who will be highly successful in using both the art and the science of fundraising.

 

 

 

A PR Professional’s View of the Fourth Estate

I finally got a chance to watch “Spotlight” this weekend. As a former police reporter, I sympathized with the Boston Globe team’s anguish over the impact of the story, their loss of faith and their empathy for the abuse victims.

The movie did an excellent job of exploring the role of investigative reporting as a business model and as a voice for its readers. It’s become fashionable to blame the media for failing to offer balanced news and information. And, it’s a business shrinking faster than any other right now.

But just imagine a world without reporters, without a team of dedicated journalists who refuse to let a story die, who won’t give up in the face of endless bureaucracy, stonewalling and outright lies.

What if Curt Guyette and Ron Fonger gave up following the lead levels in Flint’s water system?

What if Chad Livengood had dismissed those recordings of Todd Courser?

What if M.L. Elrick and Jim Schaefer hadn’t dogged Kwame Kilpatrick?

What if no one had written a single line about Ricky Holland, the little boy who died at the hands of his adoptive parents?

I’m thankful for those hard-nosed, bulldogged reporters who won’t let a story die. It might seem like a strange position for a public relations professional. After all, I’ve been on the receiving end of those dogged reporters.

But I understand the power of the press and its role in a democracy. It’s truly frightening to see the number of reporters declining so dramatically and the press contracting. Without a strong, well-trained cadre of journalists acting in the role of watchdog, democracy is at risk.

Yes, this is a PR professional saying that I want those reporters asking questions and sharing stories about wrongdoing. This PR professional has a deep respect for their work. I was trained as a journalist first, well before my career in public relations. I take the responsibility of the press to act as the Fourth Estate very seriously.

Effective media relations –a sound public relations strategy – won’t cover up or gloss over bad management and illegal actions. Sure, it’s not fun being on the end of those questions, and I don’t enjoy seeing stories critical of the organization I represent.

Public Relations Society of America ethical guidelines encourage the free flow of information without compromising proprietary or confidential information. It can be summed up in a very short rule I was taught by a long-time PR pro: You lie; you die – at least professionally.

I’ve felt anguish when I could not share confidential information with a reporter asking legitimate questions, and I have always explained why I could not answer fully and honestly. It’s a very uncomfortable position to be in, especially if the reporter becomes hostile.

But the alternative – a democracy without the Fourth Estate – is something I dread even more.

 

Image from Flickr Creative Commons: Artur Czachowski Photostream

The Toll of Micromanagement

No one will admit to doing it, yet it’s a death sentence for any organization.

It saps engagement, chews up culture and rejects ownership. It echoes whenever you hear this explanation: “I just do what I’m told.” Or when four or five people have to approve something and you end up doing five or six different versions to keep them all happy.

Micromanagement is a form of workplace bullying. It says – very loudly – I don’t trust you to do your job and I don’t want your skills or your knowledge.

The result is a whole cadre of smart, skilled professionals are taught to disengage, trained to never make decisions, and schooled to avoid committing time and resources until they “check in” with their boss, who also needs to check in with another boss.

Meanwhile invoices aren’t paid, projects are delayed, and golden opportunities are lost. Your organization isn’t nimble anymore.

A lot of people justify this behavior by saying things like, “Yes, you’re responsible, but I’m accountable.” They use this logic to keep their hands on projects and retain authority.

WRONG!

If you delegate the task, you must delegate the authority. If you can’t delegate the authority, do it yourself!

Your job is to hold your staff accountable, not make decisions for them. Your staff needs to come to you and say: “This is the best work my team can produce. We’ve looked at all the alternatives and this is the best option.”

They need the authority to make the customer happy, to keep contractors paid in a timely manner, and to be efficient and effective with company resources.

A strong leader doesn’t need to be involved in picking the color or image on a trade show handout. That decision belongs to an empowered graphic designer who’s held accountable if it’s wrong.

Now imagine what could be possible if you empowered your staff make the decisions they’re qualified to make. An empowered staff frees up leadership to focus on what’s coming in the future, anticipating opportunities, building strategic partnerships, heading off threats and clearing obstacles before they block progress. Executives and the CEO focus on the big picture.

As a leader, you hired a qualified and capable staff. So why not let them do their jobs?

 

Image from Flickr Creative Commons: Mark Rain

A Person With No Soul

“Despite everything, I believe that people are really good at heart.” Anne Frank

I used to believe this. Instead, now I believe that most people are good heart. The sad reality is that some people are truly evil.

I call them PWNS – People With No Soul. Yes, they do exist. If you’ve never met someone like this, count your blessings. Fortunately, they are extremely rare.

I’m not talking about difficult people. We’ve all had our share of difficult personalities – micromanaging control freaks, drama queens, major suckups – to name a few.

When you’re stuck with a difficult person, there are a number of tips and tricks that will help salvage the working relationship. When you’re stuck with a PWNS, there’s no technique that will work, no strategy that will help improve the relationship and nothing you can do to protect yourself.

When a PWNS sights you in her target, she has one goal: Destroy. No lie is too outrageous, no manipulation is too cunning. She’s like some kind of Terminator who will not stop until you’ve been completely annihilated.

I can hear you scoffing already – surely no one is that bad, you say. If you’ve never encountered someone like this, it is hard to believe. Adding to your disbelief is that PWNS are extremely intelligent, often very skilled in their chosen profession. They usually hold positions of authority and have screamed up the career ladder at a meteoric pace.

Along with being very smart, they’re very cunning. They pick their targets wisely, someone vulnerable. In the cases when I’ve encountered people like this, I was the new kid on the block. I didn’t have any allies or mentors within the organization. I was the perfect target for the PWNS.

Here’s a prime example: I once met with a PWNS to go over my six-month performance review. She was effusive with praise and told me she intended to recommend to the vice president that that I receive a raise. She had nothing in writing to give me, but I left our meeting thinking everything was good.

Needless to say, I soon learned that everything she told me in our meeting was a lie. I was not going to get a raise, and what she reported to her superiors was completely different than what she told me. And there I was, with nothing in writing, nothing to support my version of the events that happened.

It’s the person who “pretends” to fire someone and then calls it a “prank.” It’s the person who berates a senior member of her staff in meetings. It’s the person who routinely gets the office hothead fired up with lies just to watch him lose his cool. It’s the person who blatantly misrepresents the duties associated with a position to a candidate.

Why would someone do this? Why spend time and energy on creating such a toxic work environment?

There’s no reason. It’s just what PWNSs do – and they get away with it over and over again. They are the sociopaths of the workplace, the Miranda Priestleys and Meredith Johnsons.

The hardest part of dealing with a PWNS is the toll it takes on your own health and your own self worth. There is no way to save yourself from a PWNS except to get out. Run as fast and as far you can.

Along with the loss of income, the biggest fallout is your own self-esteem. It’s not uncommon for a PWNS to gaslight her target, make that person question his or her own judgment. But don’t be sucked in to her cruel deception. Get out and find the place where you will thrive – because you can and you will.

 

Image from Flickr Creative Commons: Pasukarau76’s Photostream.

 

Moving Offers a Lesson in Change Management

I tackled a couple more rooms today, deep cleaning all the nooks and crannies and unpacking a few more boxes. Moving is hard work – physically and mentally. Moving disrupts our routines and sense of order. It makes us less efficient and leaves us feeling discombobulated.

The first time I assembled a meal in my new kitchen, it took me twice as long as normal. Even a simple meal of pan-fried pork loin chops, rice and steamed zucchini challenged me to learn new routines. The knives and cutting boards were in different cupboards; the stove is gas, not electric. The microwave is beside the cooktop, not above it.

Every time I prepare food in this kitchen, my body is developing new muscle memories, intuitive movements to reach for a hot pad or the dish soap or a pair of tongs. Even when it’s a familiar food we love, I have to stop to think where the mixing bowls are stored, the measuring cups and the salt and pepper.

This is what makes change so hard for people – learning new processes for even the most simple of things. We are creatures of habit and we become efficient when our work space is organized the way we want it, a way that works for us. To change this space, even just a little, throws off our efficiency and takes longer.

But instead of fighting the change, your best people accept this down time and force themselves to work through it and learn new processes. They recognize that the change may make them more efficient, encourages them to make improvements, discarding outdated tools and changing the way processes are organized.

In my case, I took pictures of all the cabinets in my new kitchen and started tentatively planning where my dishes, cookware and other items would go before I unpacked. I knew that I would do a lot of prep work on the island. I knew I needed cooking utensils in drawer next to the cook top.

Before the moving truck arrived, I spent a full morning cleaning all the cabinets inside and out and degreasing the range hood, preparing the space for the new contents.

When I unpacked, I had a tentative plan but of course, I’m making adjustments as I go, recognizing that I will continue to refine how I use this new space and learn its quirks. I’ve given myself complete freedom to make changes and swap out cabinet contents and their placement. I’m researching cabinet inserts to make them function more efficiently.

Give your team this same freedom to create a new workspace and a budget to invest in the things they think they’ll need and use. Change is hard – even when there’s adequate preparation and people are eager to make it work.

Photo from Flickr Creative Commons, jasonawhite’s Photostream

Multitasking Takes a Toll

One of the things I love about my job is that it’s always something different.

One afternoon last week was a prime example. I was working away on the design and copy for our annual report on my computer. I turned away to answer the phone to take down some information about the time and location for an upcoming outreach event.

While I was on the phone, our deputy director left a note on my keyboard that she needed some signage designed and put up by the end of the day.

I’m a master juggler and I thrive in this kind of a fast-paced environment. It’s what makes professional communications so challenging and fun for me. It’s always something.

Recent studies say this kind of multitasking is hurting my IQ and affecting my productivity. I like to think I’m in the 2 percent who can be effective, but I have noticed at least one casualty. My ability to focus and stay on task for long periods of time is eroding. Spend two or more hours dedicated to one project? Nope, it doesn’t happen very often.

When it does happen, it’s because I’ve consciously shut down email and social networks which are always running the background. It’s silencing my phone and letting it go to voicemail. It’s shutting my office door and blocking off time on my calendar. I’ve even taken to going into the office on Sunday afternoons in an effort to have uninterrupted blocks of time.

Despite doing all this, I often catch myself “checking” email or logging into Twitter during the time I’m supposed to be dedicated to one project. Even on Sundays when no one else is working.

This lack of focus shows up all around us. When was the last time you read a really long, cohesive article in a magazine? It’s all smaller chunks of easily-digestible nuggets of information, things like sidebars, info-graphics. We all want the quick sound bite – the short answer – no matter how complex the issue might be.

When I was out of work and playing around with my novel, I found this to be true. The discipline to work for long hours on just one scene or one chapter wasn’t easy. I ended up writing a little, doing something else, coming back to it for a little while and stepping away to do something else.

Each time I returned to the writing, I spent most of my focused time diving into the scene again and not really developing anything new. It takes the same amount of time to get back into any kind of a project once you leave. The quicker you step away, the less time you have to devote to developing new material or taking the story into new territory.

The same is true for my projects. I can whip off the short and sweet projects with ease. Someone needs a press release? No sweat – if I have the information, I can get it ready for approval within 30 to 45 minutes. A sign for the lobby recognizing a granting agency? No sweat – it’s be approved and up by the end of the day.

But it’s the longer, more involved pieces that suffer and get pushed aside for the shorter assignments; the “quick and dirty” as we used to call them in the newsroom, slang for the really short filler pieces that came from press releases or weekly roundups from longer news stories.

My goal in the next six months is to spend more time with the longer projects, the ones that require me to block out three and four hours at a stretch while focused strictly on that one item. I know I can do it, but it’s going to take retraining my work habits. And maybe I’ll protect a few more brain cells.

Photo from Flickr Creative Commons: madaboutasia’s photostream

Job Search Insanity

To say that I’m stubborn is quite an understatement. Strong willed. Persistent. Yes, even pig headed at times.

I live by my personal Polish proverb: If you at first you don’t succeed, get a bigger hammer.

But there comes a time when even I have to admit that I’ve fallen into a kind of insanity. I keep doing the same things over and over again and expecting a different result.

Some people say that God has only three answers for our prayers:

• Yes
• Not yet.
• No, I have something better for you.

Well God, maybe you can drop a little hint or two. Or send a memo. Please.

I’m down here slogging in the trenches doing my best – crafting awesome resumes, building unique portfolios, researching employers and nailing the interviews. But it’s never quite good enough to close the deal.

I am rapidly realizing that no matter what I do, no matter how hard I try, no matter how many times I try, what I want may not be part of the Universe’s Grand Plan.

So what should I do?

Keep trying? Keep applying, keep interviewing and hope that someone will be smart enough to recognize what I offer?

It seems insane to stop trying. Or is it insanity to keep doing the same things and expecting a different outcome?

Photo from Flickr Creative Commons:  Dima Bushkov’s photostream

It’s About You, The Employer

A successful job search isn’t about me. It’s about you, the employer, and your needs. So let me explain what I can do for you and your organization. Here’s what I offer:

Strategic Planner – No matter how limited your budget, a good communications plan incorporates as many channels as your audience needs to discover the message. Planning is a simple process that can be done very quickly in times of crisis or very intensive when the issues are complex. Solid research, measurable goals, a proven strategy with creative tactics will bring the credible results you need to show the value of your investment in communications and public relations

Team Leader and Mentor – Energizing and motivating creative people to do their best requires a deft touch. I give people the freedom and the authority to do their best work while holding them accountable for project milestones. My leadership led the Michigan Department of Natural Resources Parks and Recreation Marketing Innovations Team to a 2006 Director’s Award. More importantly, this team changed the culture of the division. As a supervisor, I hire for attitude first and skills second. I build a team that is balanced and diverse in skills and abilities, and I keep them motivated toward the same goals. We are a productive unit that contributes to the bottom line.

Strong Writing – Press releases, news stories, feature-length magazine articles, Q&A’s, project proposals, website copy, white papers, speeches and PowerPoint presentations – I’ve done them all. At the heart of all good communication is a versatile writer who can adapt her style to match the medium and the speaker. I get it right, right now, which saves you time and money.

Social Media and Web Savvy – I’ve helped state agencies in Michigan and Florida integrate social media outreach into their communication strategies and developed policies that help organizations use these mediums to further their business goals. As scary as it is for some organizations, using social media is still about finding a cost-effective way to communicate with your key audiences and keep the communication loop moving. Email newsletters, blogs, websites, mobile apps and more are changing the tactics of communications. I can help you use these tools in strategic ways.

Media Trainer and Spokesperson – Speaking in the unique language of a sound bite is not as easy as it looks. I’ve done it, and done it well. Helping to craft your message into something that gets used is the goal. I’ve helped executives and high level managers be the voice and face of an agency too. In fact, I prefer to let your employees show their passion and dedication to their work by learning how to work with the media.

Strong National Media Network – Reporters like to work with me because I respect their role, try to meet their deadlines and don’t hide behind complicated jargon. In the ever shifting world of modern journalism, I keep in touch with reporters and bloggers on the move. I’ve worked with student reporters learning how to put stories together and reporters and columnists from The New York Times, producers from Fox News and editors from international publications.

Are you intrigued? Do you have a need for a communicator? Check out my LinkedIn profile  or send me an email at cgsteinman@gmail.com. Let’s talk about what I can do for you.

A Resolution of Sorts for 2012

One year I took a whole box of Krispy Kreme doughnuts in the office on our first day back to work after the long holiday break. 

“Let’s just get those resolutions out of the way,” I told everyone.

I doubt my coworkers were very happy with me, but every doughnut was gone before the end of the day. I’ve never been a big fan of New Year’s resolutions.

But this year, I saw a post on Facebook from my friend Mechelle Woznicki: “2012 – Live with purpose and passion!” I commented that this was a resolution I could achieve. Then I read Chris Brogan’s post “My 3 Words for 2012.” Mechelle had already given me two of my three words.

It’s not a resolution in the traditional sense, but a reminder of who I am and how I want to live in 2012. So here goes:

Passion: During a recent interview, I was asked to describe myself in one word. It took me a few minutes to come up with the response I wanted: passionate. My work is my passion, so it never truly feels like work. I care deeply that my communication skills be used for good, to help people live better. I love my family deeply and make lifelong commitments to true friends. I’m quick to anger when people are cruel or vindictive. I passionately hate injustice and bigotry. My passion makes me a better, more caring person.

Purpose: I struggle with the purpose of my life, of being here in this time and place. My son is grown and out on his own; my role as his mother has changed. My career also seems to be evolving, and I continue to try to adapt and understand the purpose of these changes. I’ve weathered some gut-wrenching disappointments this past year related to my career, so I’m trying to remain open to a new purpose in my volunteer work. I believe, still, there is a purpose for these changes and I will understand them in time.

Persistence: When I tweeted about being rejected for a job I really wanted just three days before Christmas, a friend responded using the hash-tag #nevergiveup. It reminded me my passion and my purpose are the result of yet another personality trait of mine. I’m the person who never gives up. No matter how big the obstacle, I’ll find a way. I loved a particular slide in Randy Pausch’s Last Lecture that said: “Brick walls are there for a reason: They let us prove how badly we want things.” I’ve never met a brick wall that I didn’t find a way over, under, around or through.

In 2012, I will find a way past the brick wall using my passion, purpose and persistance. I will never give up. Ever.