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

Managing Internal Requests for Funding
    
Many of my colleagues in health care or hospital shops receive several requests throughout the year by directors in the various departments that serve their organization.  What is a good plan for handling those requests?

The best way I have found to do this consistently is to set a date for submissions and develop steps to the process where everyone is heard and given consideration respectfully. 

Here are some steps that may help you develop your submission plan:

1.       Create a “wish list” form

2.       Have it vetted by your CEO

3.       A couple of months prior to your budget planning have the forms filled out by your department directors

4.       The CEO then prioritizes list according to the strategic plan

5.       Then take prioritized list to your board

6.       They choose one or all of the projects for their fundraising project and assign it the time deemed necessary for successful completion

7.       You can communicate their decisions as you wish back to the directors/CEO, but do let them know of the decision(s)

8.       Develop your budget, fundraising plan for the project(s)

9.       Raise the money!

10.   Celebrate the victories.

 

Was this helpful?

Communication

This past week I was asked to:

1. write year end appeal letters
2. record my major gift moves in our donor management software
3. account for all proposals for the week
4. get permission to be PM (principal manager in our system) for a few new potential donors
5. make a vacation request
6. cancel and/or reschedule some meetings on my calendar
7. and so on....

Sound familiar?  Well, you ask, "did you do all those things?"   The answer is, on 4 of the 6, I really don't know if it was completed.  Oh yes, I did all the details with accuracy, but I never heard back from the next one in the communication chain whether or not they did their part.

So, I'm left with a quandary.  Do I set up "shadow systems" so that I can keep track of my work and reports, do I continue to communicate with the next in line to ask them if they did what they were supposed to do?

All this could be easily done or remedied depending upon how you see this if we would remember that communication is a loop - a circle.

If only we had a simple policy that when someone gives you a report, request, task, to respond to them in the manner in which they communicated, to share with them that the task was satisfactorily completed.  We could have assurance that we have finished the task.

It's important that we respond in the same method of communication.  Let me give you an example:  I receive emailed calendar "invites" that I can accept or decline and it populates my calendar.  However, the originator cancels or postpones these same events by just sending an ordinary email.   What happens?  I have to take additional steps to amend or cancel the request on my calendar.  Many times I am not at my computer... I may be traveling or out on a call and have to stop and change all the details via iPhone.  No, it isn't terribly inconvenient, but it leaves the door wide open for miscommunication. 

Last week, I saw 4 people come to a meeting that had been canceled.  Why? Because of the disjointed communication mentioned above.  If you send a calendar invite and have to change the time or date, just update the invite.  Then the person can accept and voila, the calendars are all updated.

In closing, sometimes, after you email, send an electronic invite or message, pick up the phone and give that person a call.  It's amazing what happens in 1:1 communication where we actually talk.

Effective communication is a loop... be sure to close it.

 

Ever Wanted to Give Up?

Some of you reading this may have had some difficult times and some may be even experiencing them now.  What do you do when work is hard?  Here are some steps to get you going:

1. Think about your job.  What can you be grateful for?  I've heard a preacher say that you may not like the job you're in, but if you lost it, how much would you want to have the same job?  Write down all that you can appreciate about your job.
2. Who has helped you get where you are?  Write them and thank them. (I suggest writing actual notes and putting them in the mail). 
3. What are the next steps you need to take?  Write them out and put them on your calendar in priority order and do them.
4. List the names of donors/prospects you can call for appointments.  Why would you want to speak with them?  Write it down.  Then make the calls.  Get appointments on your calendar.  Seeing donors is the best way to get motivated.  These are people who have given to your cause.  It's easy to appreciate them!
5. Make a donation to your own cause.  That's right.  Write a check and give. 

If you wish, send me an email and I will find time to help you. 

Thanks for reading.