Finding Meaning in our Work

Do you feel valued at your job?  Maybe at times we do, but sometimes not.  The ideas I'm writing about today, fly in the face of current thought.

Many times I've heard what seems to be humility as we downplay our role in a particular gift or proposal to benefit our organization.  I've been taught, "Know where the fundraiser is to be at a picture of a check presentation?.... Right next to the photographer!"

But could we be fostering a work culture that causes dissatisfaction?  We are to build relationships.  We are bridge builders.  Yes, much of our interaction with donors is truly a "business meeting" but isn't there great value in that?  What would happen if the fundraiser who actually made the contact, wrote the proposal, processed the gift, was included in the check presentation?  Wouldn't it show that we value the people whose job it is to build these relationships for our organizations?

I have had an epiphany lately, but I'm not quite ready to share it with people at work. I think job satisfaction may have to do with personal recognition of your contribution, whether it be on a particular gift or proposal, or an idea or even an actual form or policy.  I think if we could be simply thanked and/or recognized for our contributions at work we would enjoy a greater sense of meaning in our careers.

Here's an example, a great friend and colleague recently retired.  As I looked over his years of highly productive work, there is little to say that he ever did anything of substance. There is nothing of permanence to recognize this person who has given GREAT service and even leadership to our organization.  His name isn't permanently and publicly recognized on gifts or projects that he facilitated.

Personally, I've raised nearly $100,000,000 in my career.  The organizations I've served have been benefited with over $500,000,000 due to our work in philanthropy and fundraising. If you visit any of those organizations today, there is little evidence that I have ever been there.  How could that be remedied?  Here are a few ideas:

1. Include the development officer's name on all gift agreements with which she has had something to do along with the Vice Chancellor's, Dean's and Chancellor's name.
2. Insure that their name is permanently attached on the record of that gift.
3. Make a plaque to honor the development team that served in the last capital campaign and announce and display it publicly (we do that with boards don't we?)
4. Add the names of all development staff who had any contribution to the fundraising on the recognition plaque on the building or other naming opportunities.
5. Whenever people handle a process, such as gift recognition, seek for ways to include their name, be it in a footnote or watermark
6. Same goes for those who suggest or draft a new policy or form to simplify and build communication.  
7. Honor often and publicly the people who serve in fundraising.  This in itself would help the entire institution to appreciate and think more highly of the professionals who work in philanthropy. 

YES, at the center and the focus of all fundraising is appreciation for the donor.  But isn't there room to thank and recognize the professional(s) who helped facilitate the gift?

At our shop, we recognize proposals, scheduled meetings with donors, gifts closed, but only internally and not with much appreciation.  What would happen if we sought ways to honor the work that we do as fundraisers in such ways that would last long after we are gone?  

Thank you Jeff Brooks!

I read a lot.

I enjoy studying/reading about our profession.  In so doing, I'm a fan of many of today's fundraising gurus: Ken Burnett, Tom Ahern, Marc Pittman, Robert Swanson, Jim Greenfield, Penelope Burks and  Jeff Brooks.

This is an excerpt from a blog Jeff did...

"What is it about fundraising that makes people who know nothing about it so confident they can do it better than the professionals? People who've never read a single book about how to do fundraising right ... never read one of the hundreds of blogs that focus on the topic ... never been to one of the conferences that are rich with useful content about it ... never labored under a mentor who knew profession inside and out -- they're completely sure that they can do better than those who've done all that?

We have a problem.

It's costing us millions of dollars in lost revenue."

WOW.  

This is a call to action.  Fundraisers, learn, study, read, and apprentice.  Let's bring professionalism that is valued to our organizations by our conduct, practices and actions.

Implement!

I am a big fan of Seth Godin.  His word for "implement" is "ship it!".  I totally agree.  Leaders use planning and meetings too often. They become smart ways to procastinate and to delay making a decision.  This comes from a fear of failure.  Many times we know what we need to do.  We just need to do it! 

I believe that if you get the right persons on the bus, in the right places (thank you "Good to Great") that you can launch a good idea at most any time in the process.   The person, the leader, can handle the challenges if and when they arise and adjust in order to position the project for the best chance at success.

What is a good way to implement a fundraising campaign?  Great question... the answer is coming soon to a blog near you. 

Art on LinkedInhttp://www.linkedin.com/in/arthorne/

The Wonderful World of Endowments

I subscribe to "Movie Mondays" (see Christopher Davenport <chris@501videos.com>).  Chris is consistent, dependable and delivers great content. I'm an experienced and some people say an expert in fundraising.  I learn something every time I watch Chris' movies.

Today the topic was about endowments.  Here are my two cents...

One, if you currently don't fund raise for them, start!  Endowments are indicative of the financial health of a non-profit.  There are some "watch its" for endowments. 

1. There is always someone who says,"we need current, operating money" that squelches the enthusiasm for building endowments.  Endowments are seen as a luxury or something for the future.  What to do?  Set a "fee" on the endowment that will go toward operating expenses.  Most successful and well run non-profits observe this practice.  (Examples:  .5% fee on earnings for larger endowments to support the development office; 8-10 % fee on new endowments for same purpose).
2. Have clear parameters.  How large do they have to be to become "completed" endowments and begin their payout to their specific purpose?
3. Do simple (SIMPLE) gift agreements to insure that your donors have stated the express purpose and that both parties agree to the purpose.
4. Have a "changed conditions" clause in your gift agreement.   Endowments are a "forever" gift.  What happens if the purpose for the endowment no longer exists?  Write in your agreements that the endowment will be used for "related" or "like" purposes in that instance, as voted on by the Board.

Two,  talk with other professionals who have been working in the endowment world and get them in your contacts on your cell phone!  I love non-profits and the people who work in them.  Give me an email if you have questions...  horne.ja@gmail.com