So, how would you currently define the atmosphere and human relationships in your organization? These are the life blood and connective tissue that create an impression every day. Yes, mission is critical, but the atmosphere in your office and how people relate to one another sets the stage for how work gets done and how those outside your organization see you – your board, donors, volunteers and the larger community. As the leader, what are you doing to foster a strong organizational culture? How often do you remind people how important they are to the organization?
An important strategy is to remind everyone in your organization — board and staff — that they have an important role in your philanthropic success. Parker shared her observation that most people define fundraising in a narrow box. Haven’t we all heard someone say “I hate begging for money!” She prefers the term philanthropy over fundraising. Philanthropy is much broader; it is defined as “the desire to promote the welfare of others, expressed especially by the generous donation of money to good causes.” While donations are part of it, time, energy, good will, resources and stewardship are key to success.
For an organization to flourish, you want everyone – staff, board and volunteers – to participate. However, if you have a one size fits all approach to philanthropy and force them into areas they are not ready for or comfortable with your organizational culture will suffer.
- Staff: Does every staff member know how he/she impacts philanthropy? For example, how well does your front line staff represent the best of your organization? Do staff, board members, volunteers and members of the public (all prospective contributors to your bottom line) feel welcome at your organization from the minute they enter the door? If not, what can you do about it?
- Board: Does your board have regular educational agenda items to grow their own expertise and foster a culture of philanthropy? Education should be a regular feature of your board meetings. Bring someone in periodically to address the group. Make sure the agenda includes regular items about philanthropy several times a year. Ask yourselves: How do other people see us? What can we do to enhance our effectiveness as a board?
- Philanthropy Committee: Even if you don’t have a development director, a philanthropy committee is important. Their role should be to define the strategies and identify the most cost-effective resources for your organization as a whole to raise money. They should also work with the board to ensure those strategies are carried out. Ask yourselves: Are our philanthropic activities worth it, or do we hold them because we always have, regardless of the rate of return on dollars spent to fund the activity?
Use strategies that are best suited to your organization, not just because another nonprofit uses the strategy. Think about your base of support. For some organizations, direct mail may be a great approach, but for others, not so much. Events are expensive and labor intensive. If all you are doing is putting on an event, it is likely not be the best use of resources.
Think long term: encourage planned giving and legacy gifts. Does your organization want support from millennials? Research shows they are most interested in making gifts for specific projects. Doing the research and leg work on what works for your organization will save money for you and is most likely to generate loyal donors.
- Think about various roles for people in your philanthropic organization: Kay Sprinkel Grace, who was here last fall, defines three roles. By allowing people to participate in a role that is comfortable to them, you will find your philanthropic wings stretch farther and as they become more confident they may move into another role for your organization.
- Ambassadors are voices for your organization and are enthusiastic about your mission; these people tend to be naturally gracious talkers and should have an “elevator speech” at the ready to share your organization’s mission and why they love what you do in 100 words or less.
- Advocates are people who are trained to talk about your organization and its mission. They are not always the Executive Director. Sometimes they are board members, other staff, donors, and volunteers. Regardless of role, they can help potential donors understand how their time and resources can do something that is important to them in the organization.
- Askers spend time on what matters — connecting donors to a particular project, around which they feel joy in the mission of the organization. Donors who are asked for resources shouldn’t be surprised by the “ask” but have, instead, been cultivated and have expressed their interest in the organization, and projects they might want to support. These donors are good sources for thinking long term about investments in the organizational infrastructure and future. What can we do now, to increase the likelihood of our success in the next five years, ten years, beyond ten years?
In sum: A healthy work culture provides advantages to all. In addition, to creating organizational strength, building camaraderie and team spirit promotes loyalty and motivation, inspiring all to give their absolute best!