The You:Me Ratio

I've been on both sides of the fundraising table, as both the Asker and the Giver, so I've learned a few things about asking effectively to get what you want from the Giver.

Here is the absolutely most important element in asking: The You:Me Ratio.

It's pretty simple, really. Givers give if you've fulfilled their giving needs. If you're only focused on what you need, it's not likely to get the Giver's attention and motive them to give much, if anything. Sure, you can guilt a Giver into giving something once, but you want to build lasting relationships with Givers, I think.

Here is how the You:Me ratio works. In this formula, You is the Giver and Me is the Asker. Got it?

Now take a look at a recent appeal letter or sponsorship request your organization has developed. Get a red pen and a green pen. Every time you see your organization's name, or words "we" or "us" or "our", circle it in red. Every time you see the potential Giver's name, or the words "you" or "your", circle it in green.

If you've focused on what's in it for the Giver to give, you'll have more green circles. But if you've focused on what you, the Asker, wants, you'll see more red circles.

Your appeal, or ask, is more likely to result in a higher return when you focus on the Giver, not on the Asker.

Try it. What do you think?

More practical fundraising ideas in "FUNdraising! 180+ Great Ideas to Raise More Money". Go to www.createspace.com/4087379.

Jean Block
wwwjblockinc.com

Why Doesn't Everyone Do It?

 

Why wouldn’t a nonprofit organization jump at the opportunity to earn unrestricted revenue? What’s keeping them in the old mode of ‘charity-think’? 

I am thinking that much of what stands in the way of progressive thinking in the majority of nonprofits is habit. Habit that is reinforced by thinking such as:

 

·         “Things aren’t good right now, but they’ll get better if we can just wait it out.”
·         “The next fundraiser will be big and will bail us out.”
·         “We’ll write more grant applications. One of them is sure to hit.”
·         “If only the board would fundraise, that would help.”
·         “We have no choice. We’ll just have to cut staff and do more with less.”
·         “We can’t earn money. We’ll lose our nonprofit status.”

 The old charity-think assumes that nonprofits have to wait for handouts. They have to rely on the generosity of others to sustain themselves, and that just doesn’t make sense anymore.

 That’s operating from a position of scarcity rather than potential abundance. And it’s defeatist!

 Instead, I think that nonprofits have to get out of old habits, stand up tall, realize their missions are important and take control of their own capacity, at least to some extent.

So what’s getting in the way? Fear of change? Fear of failure? Misunderstanding about how to earn money? Lack of planning?

 I’m curious to know the reasons why more nonprofits don’t jump into the water, even just the shallow end of the ocean of earned revenue opportunities that exist.

Your thoughts? Have you tried it? Were you successful? If you failed, what were the causes of failure?

Jean Block Consulting, Inc. and Social Enterprise Ventures, LLC

www.jblockinc.com and www.socialenterpriseventures.com

 

The Invisible Yellow Line (trademarked)

Football? What Does Football Have To Do With Nonprofit Management?

Some years ago, I was pondering the muddy mess of board and staff roles with a nonprofit I was advising. While taking a break to watch my favorite football team play, I suddenly envisioned the perfect way to describe this relationship.

The spectators who watch a football game on television or other electronic media clearly see a yellow line on the field that denotes the position of the next down. It’s clear as can be. But the players on the field can’t see the yellow line. It’s invisible to them. It moves and at times can be hotly contested.

The working relationship of board of directors and staff in a nonprofit also has an Invisible Yellow Line. The goal is to transition from a playing field with a muddy mess of assumptions to a partnership where all the players understand and accept their roles and your nonprofit’s mission is served.

It is worth noting that every organization is different. In some cases, the Yellow Line can be seen pretty clearly. At other times and in certain instances, the line is invisible and will continue to move as the organization deals with different issues at different times.

For example, in the early stages of a nonprofit’s development, the board may have to roll up its collective sleeves and get involved in day-to-day administration. However, as the nonprofit matures, the board has to modify its role to step back away from the day-to-day and focus on its governance and fiduciary duties, allowing administrative professionals to manage the day-to-day.

The basics remain the same, however:

                        Board = strategic direction, policy, and fiscal oversight.

                        Staff = management and administration.

Admittedly, this is an oversimplification, because both board and staff have complementary roles to play in all areas of an effective partnership.

Spectators who watch a football game on television or other electronic media see a yellow line on the field. It’s clear as can be. But the players on the field can’t see the yellow line. It’s invisible to them. The same is true in the nonprofit environment. Board and staff are on different teams (even though both teams have the same goal, serving the organization’s mission), and the line separating their roles is invisible, moves, and can be hotly contested at times.

Wouldn’t it be great if there was just one set of rules that defined the roles of board and staff? Rules that never changed? It would surely make this nonprofit operating structure easier to understand and to work within. I’ve looked high and low for these rules, both as a board leader and as a staff leader, and I’ve never found them. The fact is, things change. Organizations evolve. People evolve.

And another thought for you to ponder. Teams have leaders. Regardless of what you call yourself in your organization, consider this: teams follow their leaders. Therefore, whether you are the board leader or the staff leader, realize that you can set the example for an effective partnership or you can set up an adversarial relationship. In either case, your team will follow your lead!

So, what to do? Talk about it!

Invisible Yellow Line issues play out under the general topic of communication. This is especially critical with regard to leaders and their roles. A lack of open and honest communication will inevitably result in suspicion and mistrust.
Dealing with issues when they are molehills before they become mountains can, and will, relieve incredible stress in the board and staff leader relationship and in the relationships of all others in your organization.

The bottom line in discussions about the Invisible Yellow Line is simply this: communicate. Openly and honestly. Clarify roles at all levels of board and staff leadership to prevent what could inevitably become stressful and unproductive relationships rife with misunderstanding and mistrust.

 

 Excerpted from The Invisible Yellow Line: Clarifying Board and Staff Roles. Author: Jean Block. Published by Charity Channel Press.  www.charitychannel.com/bookstore/productid/158/catferrer/2236