Author: whatifconcepts

Empowering those that inspire so they can excel at the work that matters.

Summer Wish List

I put a poster sized piece of post-it note paper on the dinning room table in May and I asked the members of our family to write down the activities or events they wished to experience during the summer.  Using smaller post-it notes everyone wrote, drew, or created symbols of their dream summer activities.  At the end of the evening we hung it on the wall in our office.  As we have accomplished each one we take the representative post-it down.  We know that due to time, budget, schedules and other contingencies that not all of them would be achievable but it inspires us daily.  It is hard to say we are bored when there are many dynamic ideas sitting on our dream list.


What would this look like if you had your board members, volunteers, and staff post their goals?  It might reveal some unique and surprising opportunities.  It also presents some tremendous insights and group accomplishments.

Climbing Wall

My two kids scampered up an 18 foot tall climbing boulder in Telluride, Colorado the other day.  There was no ladder or easy way down.  They had to down climb the same way they had ascended.  I stood below and tried to help coach them suggesting where their next foot or handhold could be found.  It was a bit nervous from my perspective as they were high enough that I was uncertain if I could cushion there fall if they were unable to stay attached to the rock.  It was a moment of parental trust and a bit of faith that the kids were having an experiential moment.  I took solace that there was a bit of cushion to the landing surface.  In my mind I figured it was better for the kids to have a trial and error moment on the climbing wall than some rocky boulder field.

It made me consider where we go to learn and practice.  If true mastery takes numerous hours of focused training, where does a social sector board member, professional staff, or volunteer find their climbing wall?  What success have you discovered?

Free

Outside of a church in Milan, Italy a young man came-up and introduced himself.  He said he was working to build peace in Africa.  He wanted to give each member of my family a friendship bracelet.  I tired to politely refrain from his assistance to grab my wrist and place the simple woven bracelet.  He kept saying, ‘peace in Africa and it is free.’  My wife became his target and finally relented while confirming that the bracelet was free.  He quickly secured one on each wrist of our party and then started guiding me away from the group.  I managed to spin back and continue with my family but then he started laughing and asking for ‘one million dollars.’  I looked at my wife and said, ‘you know that these were never going to be free, right?’  She shrugged.  The man then started the asking for ten Euros for each bracelet.  I suggested that he had offered them for free.  He persisted and finally I reached into my pocket and produced a couple Euro coins and said, ‘this is all but I do not feel so good about how you are building peace in Africa now.’

The incident reminded me of the Quid pro quo that takes place throughout the social sector.  Donors give and ask for no recognition but then call-in a favor at a key moment, perhaps asking for tickets to a sold out event.  Board members use their position to influence the organization towards a friend’s business.  Organization’s ask individuals to attend an event and promise not to fundraise only to follow-up with a solicitation right after the event.

I am reminded that honesty builds trust and long-term relationships.  Being asked to perform one duty and then to discover that there is another agenda can be an unpleasant experience.

What steps has your organization taken to be transparent about its motives?  Do you often surprise people with your requests?  Is your organization known for its honesty?

If

If your board members were scattered around the world and required hours of flying and significant financial commitment to arrive at your board meetings, would you alter how you met?  Would you prioritized the agenda the same way?  Would the board packet you sent in advance of the meeting contain more or less information?  Would you invite experts or guests to attend the meeting?  What would you need to accomplish for the meeting to be considered a success?



Sometimes we take the time and commitment of our board members and staff for granted.  If the hurdle to gather the board and professional staff required global travel then perhaps it would alter the outcomes of our meetings.  Would it change your enterprise?

What-if

Being prepared for change is never easy.  No matter how much we try to anticipate future events there always seems to be something that comes out of left field.  One of the advantages of developing a strategy screen (a series of filters that allow you to assess real-time opportunities or challenges) is that it provides a checklist and a grounding rod during uncertain times.

In the past week I have spoken to a few social sector organizations who are dealing with unanticipated events.  Some had a checklist in place and others are formulating one before taking action.  A well reasoned strategy screen provides guidance and focus.  It allow us as an organization to put events into context.  It aligns an organization’s thinking and response to the rational.

How has your enterprise dealt with change?  What has worked and what has caused challenges?

The Magic of Asking

A colleague reminded me today that you never get the contribution you hope for if you ask for less than your goal.  How many times has an organization hoped a donor would give $1,000 or even $1,000,000 but been afraid to ask for the full amount?  Often they get a gift more in-line with the amount they request.  If you believe the need is real, the opportunity aligns with the donor’s values, and the capacity of the donor is verified then ask for the full amount.

It sounds like a simple strategy but every meeting needs a person who can make the request.  Do you have an ‘asker’ on your team?  Do they get results and do they enjoy the process?  Consider your enterprise well served if you have a team of talented fundraisers.

Floss Them All

“Floss all the teeth you want to keep.”

A guide with Disney Adventures mentioned this piece of dental wisdom the other day.  I realized the concept probably reached further than just good dental practices.  I have witnessed leading social sector organizations take the same approach with board members, volunteers, donors, and customers.  They reach out and spend some time with each individual.  They make sure there is direct , authentic, meaningful contact with each person.

Would it change your organization if you took the same approach as the ‘flossing’ theory?  What has your enterprise done successfully already in cultivating individuals?  How can you capitalize on your current strengths?

Annual Reports

I wonder about the main purpose of an annual report.  I am beginning to suspect it is as much about a fundraising opportunity as it is a recognition of past donors or celebration of the programs and achievements.  I believe a great annual report can be a bit of both.  Highlight the programs and services.  Provide me with a quick glance of the spectacular impact of your enterprise.  Secondly, put as many names in print as possible.  Everyone likes to know they have been acknowledged- even if it is as anonymous.  Third, make a pitch for future support.  If you engaged and recognized well why not capitalize on the moment.

Be honest with the recipients- the annual reports that most confuse me are ones that try to achieve a fundraising angle without being obvious.  Tell me you have an ongoing need and give me a chance to participate.

Image Credit: http://www.shapco.com

Quick Starts
A visit today to a kid’s science discovery center reminded me of an interesting concepts.  A fast start can lead to an insurmountable lead.

Three balls are released at the same time.  The track furthest from the camera has a steady downhill grade, the middle one has a steeper grade with an uphill finish.  The track closest to the camera drops immediately and then curves upwards towards the finish line.  As you can may be able to discern the ball on the track closest to the camera is clearly in the lead.  It gains so much momentum in the first second that the balls on the other tracks have no chance to recover from their slower starts.


Perhaps the math riddle from grade school is another demonstration.  A bridge is two miles long and if a car travels 60 MPH the driver will reach the far side in two minutes.  The driver and car travel the first mile at 30 MPH.  How fast must the driver and car cover the second mile in order to reach the other side before two minutes expires?


The answer which you immediately recognized is that the car has already taken two minutes to cover the first mile and driving 90 MPH or 120 MPH is not going to overcome the slow start.  

Planning is important but scheduling the right itinerary is critical to success.  How do you ensure your enterprise has assumed the right pace to be successful?  If it is worth engaging into a enterprise.