Posted by & filed under Career Development, Congress, Fundraising Day, Marketing/Communications, Networking.

By Mo Waja

 

AFP Congress has come and gone but Fundraising Day 2019 seems just around the corner and there are many other conferences on the horizon. Conferences, broadly, are an exciting opportunity to learn and grow through the shared wisdom and thought leadership of speakers, to discover new opportunities through networking, to make new friends with other professionals in the space, and to grow your personal brand as a professional and thought leader within your field.

 

But conferences can also be challenging, and a lot of that comes down to scale. Yes, you are in this focused microcosm of your industry filled with people of, presumably, like mind and like interest, yet you are also one of perhaps over 1,000 delegates, all of whom are looking for new opportunities and new connections. With that being the case, it can seem a daunting task to cut through the noise and have your voice heard amid the many others all pushing for airtime. Tools like social media have made this interesting because, now, most conferences will have a #hashtag of some kind along with a twitter handle, and so for the days of the conference you’ll see a flood of tweets as people capture images, quotes, and key messages that simultaneously express their interest and broadcast their presence at the conference. The thing is, if your goal is to stand out from the crowd, tweeting along in the same way as everyone else still leaves you lost in the crowd. What you need is a way to differentiate yourself so that, whether delegate or speaker, people can tune out a bit of the noise and tune in to you, specifically.

 

To do this well, I would suggest a 5-step process:

  1. Choose a theme for your conference
  2. Start talking about it early (2-3 weeks before it happens)
  3. Produce conference content
  4. Make friends and be places
  5. Keep talking about it (1-2 weeks after it happens)

 

  1. Choose a Theme for Your Conference 

Throughout a conference you will have many conversations. These conversations can take place in person, during workshops, or through the posts you put out via social media. Choosing a theme for your conference means choosing the subject matter that you want to focus on during those conversations, workshops, and posts. This process is very intentional, and the easiest way to understand why is to consider Twitter.

 

Over the course of the conference, there will be a lot of tweets flying around. The challenge is that if everyone is tweeting scattershot and talking about everything, simultaneously, it’s very easy for your voice to get drowned out. One way to cut through the noise is to have a few focused subjects that you choose to talk about. For example, if you, like me, are fascinated by nonprofit storytelling, attend sessions that speak to that and then tweet about them. Doing this consistently positions you as someone who cares about storytelling (or, otherwise, marketing, donor relations, planned giving, etc., depending on your chosen theme) to the conference at large. This makes it easier to connect with people both within and beyond conference attendees who are either of like mind or looking to learn more about your chosen subject. Taking this outside social media, your chosen theme should echo through all your conversations so that every interaction you have at the conference intentionally positions you as a person who cares about a certain relevant subject and knows things about that subject.

 

The beauty of choosing a theme for your conference is that, even if you aren’t a speaker, you can still position yourself as an authority on a subject by adding in your own thoughts and opinions and producing related content.

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Posted by & filed under Fundraising Day.

Boards tend to prefer overseeing fundraising to raising funds themselves. One of the biggest challenges fundraising executives face is getting board members to help raise money. What’s missing is a specific role in a well-defined process that integrates board members comfortably into the fundraising team.

That role is one that Malcolm Gladwell, author of the best-seller The Tipping Point, terms the connector.

The Connector Role

This is a more narrowly defined, less time-intensive, but more valuable approach to volunteer involvement in fundraising than trying to get board members to solicit gifts.  It is one with great appeal to those who don’t want to attend a lot of meetings or be involved in asking for money. Connectors work in partnership with staff in a process-based major gifts model.

Staff members rarely run in the same social or business circles as wealthy potential donors, but the members of a strong board do. Such board members can connect the development staff with high-potential prospects.

Making this powerful approach work depends on assigning roles as Connectors, Mavens and Closers loosely based on roles identified by Gladwell in his book. The responsibilities of each team member are aligned with the strengths of each in the team-based fundraising effort.

Connectors identify prospects and make introductions that bring potential prospects into the process.

Mavens are the experts who offer credentials and provide knowledge that builds prospect confidence in the organization and credibility for the case.

Closers are responsible for the culmination. Often the Closer role is filled by development professionals, but volunteers who are oriented to asking for gifts can play a role, too, if they wish.

This completes the five-part Steve Reed’s series on Fundraising Performance Improvement. Want to read more? Check out:

Part 1: An Introduction to Fundraising Performance Improvement (FPI)
Part 2: Six Imperatives in Applying Lean Six Sigma Principles to Fundraising (FPI)
Part 3: Breakthrough Cases in Fundraising Performance Improvement (FPI)
Part 4: The Power of Process in Fundraising Performance Improvement (FPI)

Steve Reed lead the session R-04: Hope is Not a Strategy: New Approaches to Fundraising Based on Performance Improvement Principles at AFP Toronto’s Fundraising Day on June 8. He unpacked FPI based on blend of learnings from five organizations, including two in Canada, with fundraising staffs ranging from one FTE to nearly 50.

About Steve Reed

Steve Reed offers 30 years of experience in business development, executive search, fundraising, marketing, performance improvement and strategic planning. His work creating innovation and ideation processes, coupled with 20 years of experience as a fundraising consultant, led to a pioneering application of six sigma and lean principles in fundraising. Reed has planned and directed well over $100 million in campaigns. He has completed executive search assignments, moderated hundreds of consumer focus groups and facilitated numerous board and staff retreats and workshops. His professional memberships reflect a diversity of interests. He holds accreditation from the Public Relations Society of America, is a member of the Counselors Academy, the Healthcare Financial Management Association, the Association of Fundraising Professionals and its Chicago Chapter, the Association for Healthcare Philanthropy, the Society for Healthcare Strategy and Market Development, and the American Marketing Association. Follow Steve Reed on LinkedIn.

Posted by & filed under Fundraising Day.

Fundraising Performance Improvement (FPI) builds capacity by leveraging the work of fundraising staff, board members and volunteers in a new approach to major gifts that enables exponential increases in fundraising performance.

Making solicitation a process

The process combines the principles of fundraising relationship management with Lean Six Sigma thinking. It embeds relationship building strategies from initial contact through progressive stages. It is designed for a team-based environment and provides an easily implemented, step-by-step process through which the work of the development team is channeled and accelerated.

It is part of a circular, larger end-to-end development process that includes pipeline development and stewardship. It is named the “Core Process” because it is at the heart or core of the organization’s fundraising effort—responsible for 80 percent or more of the total amount raised annually, if deployed correctly.

Stage-Gates in the Core Process

A key element is the application of stage-gate theory from the world of commercial product development. Stage gates in product development are a way of limiting investment risk by focusing on a progressively smaller number of the most promising new products as they move through development stages.

Each of the four fundraising stage gates is a permission-based, opt-in process. While the formal solicitation occurs in the fourth stage, the intent of the process is to make solicitation a process, not a single event.

Check out the AFP Toronto Blog next Wednesday for Part 5 of Steve Reed’s series on Fundraising Performance Improvement.

Next: The Role of Boards in Fundraising Performance Improvement (FPI)

Previous: Breakthrough Cases in Fundraising Performance Improvement (FPI)

Steve Reed lead the session R-04: Hope is Not a Strategy: New Approaches to Fundraising Based on Performance Improvement Principles at AFP Toronto’s Fundraising Day on June 8. He unpacked FPI based on blend of learnings from five organizations, including two in Canada, with fundraising staffs ranging from one FTE to nearly 50.

About Steve Reed

Steve Reed offers 30 years of experience in business development, executive search, fundraising, marketing, performance improvement and strategic planning. His work creating innovation and ideation processes, coupled with 20 years of experience as a fundraising consultant, led to a pioneering application of six sigma and lean principles in fundraising. Reed has planned and directed well over $100 million in campaigns. He has completed executive search assignments, moderated hundreds of consumer focus groups and facilitated numerous board and staff retreats and workshops. His professional memberships reflect a diversity of interests. He holds accreditation from the Public Relations Society of America, is a member of the Counselors Academy, the Healthcare Financial Management Association, the Association of Fundraising Professionals and its Chicago Chapter, the Association for Healthcare Philanthropy, the Society for Healthcare Strategy and Market Development, and the American Marketing Association. Follow Steve Reed on LinkedIn.

Posted by & filed under Fundraising Day.

Just focusing a process improvement effort on major gifts will result in a significant increase—if done right. But sustained performance improvement that doubles or triples the amount raised annually does require a focus on all of The Four C’s that are the pillars of high-performance fundraising.

Capacity: A process-based, metric-measured structure and operations that multiply the effectiveness of the people involved.

Case: A compelling, attention-getting, donor-centric reason to give that is oriented to today’s investor philanthropists;

Constituency: An effective structure that brings the right composition of board members, campaign volunteers and institutional and community partners to the fundraising process; and,

Culture: A performance-oriented organizational culture for philanthropy that embraces process, measures and metrics, while recognizing the opportunities.

Creating a Breakthrough Case

A fundraising case for support based on the ongoing good works of the organization is sufficient for annual fund solicitations and special events, but will not inspire the excitement necessary to attract sizeable major gifts. The same is true at a different level in the case of the typical capital campaign, which will attract major gifts, but only from the beneficiary’s own constituency.
A breakthrough case for support is one that dramatically differentiates the beneficiary institution in the marketplace in a way that makes achievement of significant performance improvement targets possible by attracting new donors at major gift levels.

The best way to get a major gift case developed is as part of a process that includes input from the potential large donors. The beauty of such an approach is that for the same nickel, it provides support to the case development process while developing relationships with potential donors. It recognizes that donors give for their reasons, not ours.

Check out the AFP Toronto Blog next Wednesday for Part 4 of Steve Reed’s series on Fundraising Performance Improvement.

Next: The Power of Process in Fundraising Performance Improvement (FPI)

Previous: Six Imperatives in Applying Lean Six Sigma Principles to Fundraising (FPI)

Steve Reed lead the session R-04: Hope is Not a Strategy: New Approaches to Fundraising Based on Performance Improvement Principles at AFP Toronto’s Fundraising Day on June 8. He unpacked FPI based on blend of learnings from five organizations, including two in Canada, with fundraising staffs ranging from one FTE to nearly 50.

About Steve Reed

Steve Reed offers 30 years of experience in business development, executive search, fundraising, marketing, performance improvement and strategic planning. His work creating innovation and ideation processes, coupled with 20 years of experience as a fundraising consultant, led to a pioneering application of six sigma and lean principles in fundraising. Reed has planned and directed well over $100 million in campaigns. He has completed executive search assignments, moderated hundreds of consumer focus groups and facilitated numerous board and staff retreats and workshops. His professional memberships reflect a diversity of interests. He holds accreditation from the Public Relations Society of America, is a member of the Counselors Academy, the Healthcare Financial Management Association, the Association of Fundraising Professionals and its Chicago Chapter, the Association for Healthcare Philanthropy, the Society for Healthcare Strategy and Market Development, and the American Marketing Association. Follow Steve Reed on LinkedIn.

Posted by & filed under Fundraising Day.

Both art and science are needed to elevate fundraising performance. Applied together, the art and science of fundraising will help you forge stronger donor relationships.

The following are six imperatives in applying Lean Six Sigma principles for more effective fundraising.

  1. Focus on high-return activities

Focus on the mix of fundraising strategies that will significantly increase your ROI. A mark of a high-performing operation is a revenue mix of about 80% of total dollars coming from major gifts.

  1. Eliminate out-of-bounds process variance

Create a baseline development process and ingrain it in your culture. If you have a dozen gift officers—or if you are the only one—you will have one consistent way your organization goes about acquiring major gifts. You can then continuously improve that one way.

  1. Set key critical-to-quality process measures

Set key critical-to-quality process measures, with emphasis on cycle time. Establish a system for alerting you when a particular measure isn’t being met.

  1. Create abundant flow into the process

Use board members or volunteers as connectors because staff generally doesn’t move in circles where potential major gift donors are found. But don’t ask connectors to solicit gifts.

  1. Use high-cost, scarce resources to do only high-value work

Good development officers are truly a scarce resource. They should focus on cultivating prospects, not on making database entries or other routine tasks.

  1. Measure early, measure often

Use measures that help you see at key points whether you are on track for a positive outcome. Not only will you get what you measure, you will build a reliable forecasting system.

Next: Creating a Breakthrough Case for Support.

Previous: An Introduction to Fundraising Performance Improvement (FPI)

Check out the AFP Toronto Blog next Wednesday for Part 3 of Steve Reed’s series on Fundraising Performance Improvement.

Steve Reed lead the session R-04: Hope is Not a Strategy: New Approaches to Fundraising Based on Performance Improvement Principles at AFP Toronto’s Fundraising Day on June 8. He unpacked FPI based on blend of learnings from five organizations, including two in Canada, with fundraising staffs ranging from one FTE to nearly 50.

About Steve Reed

Steve Reed offers 30 years of experience in business development, executive search, fundraising, marketing, performance improvement and strategic planning. His work creating innovation and ideation processes, coupled with 20 years of experience as a fundraising consultant, led to a pioneering application of six sigma and lean principles in fundraising. Reed has planned and directed well over $100 million in campaigns. He has completed executive search assignments, moderated hundreds of consumer focus groups and facilitated numerous board and staff retreats and workshops. His professional memberships reflect a diversity of interests. He holds accreditation from the Public Relations Society of America, is a member of the Counselors Academy, the Healthcare Financial Management Association, the Association of Fundraising Professionals and its Chicago Chapter, the Association for Healthcare Philanthropy, the Society for Healthcare Strategy and Market Development, and the American Marketing Association. Follow Steve Reed on LinkedIn.

Posted by & filed under Fundraising Day.

Steve Reed lead the session R-04: Hope is Not a Strategy: New Approaches to Fundraising Based on Performance Improvement Principles at AFP Toronto’s Fundraising Day on June 8. He unpacked FPI based on blend of learnings from five organizations, including two in Canada, with fundraising staffs ranging from one FTE to nearly 50. Follow Steve Reed on LinkedIn.

The art of fundraising embodies authentic, purposeful human interactions that build relationships and engender philanthropy. The science of fundraising uses knowledge acquired through disciplined empirical investigations in other settings and codified in systems such as Toyota’s Lean Manufacturing System and GE’s Six Sigma to create more productive processes.

Process engineering for work flow redesign, application of technology-supported measures, cycle-time metrics, and continuous improvement, are as relevant to raising money as to improving overall organizational performance.

Six Sigma is a disciplined, data-driven approach to eliminate defects in any process.

A Lean organization strives to cut waste and increase value for customers by creating an efficient flow and reduced cycle times.

When combined, Lean Six Sigma reduces waste and makes the best use of staff and volunteer resources through a powerful data-driven system.

The beauty of performance improvement is that, done right, it focuses simultaneously on top-line performance and bottom-line efficiency.  A well-planned performance improvement initiative will address opportunities in all aspects of the fundraising operation.

Applied together, the art and science of fundraising will help you forge stronger donor relationships. FPI ultimately is all about relationships.

Next: Six imperatives in applying Lean Six Sigma principles to create more effective fundraising processes.Check out the AFP Toronto Blog next Wednesday for Part 2 of Steve Reed’s series.

About Steve Reed

Steve Reed offers 30 years of experience in business development, executive search, fundraising, marketing, performance improvement and strategic planning. His work creating innovation and ideation processes, coupled with 20 years of experience as a fundraising consultant, led to a pioneering application of six sigma and lean principles in fundraising. Reed has planned and directed well over $100 million in campaigns. He has completed executive search assignments, moderated hundreds of consumer focus groups and facilitated numerous board and staff retreats and workshops. His professional memberships reflect a diversity of interests. He holds accreditation from the Public Relations Society of America, is a member of the Counselors Academy, the Healthcare Financial Management Association, the Association of Fundraising Professionals and its Chicago Chapter, the Association for Healthcare Philanthropy, the Society for Healthcare Strategy and Market Development, and the American Marketing Association.