Today I’m writing about something that’s not fundraising or nonprofit marketing strategy per se. It’s about how to have hope – and take action – during times that may feel hopeless. For most of us, we’ve perhaps never been in perilous times during our lifetimes. For a host of reasons. And it’s not…
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It’s the new plague. And a highly contagious epidemic, from which no one is immune.
Are you showing any symptoms?
I feel like:
If you checked off three or more, you’ve got the disease. 8 or more and we need to rush you to an unplugged vacation. All of the above and you need a sabbatical!
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Once upon a time I let folks know I’d “finagled” a discount for them. After one reader told me the word “finagle” means “to obtain something by devious or dishonest means,” I sent an apologetic “Ruh Roh” email. I received a lot of forgiving (thank you!) feedback. Many kindly supported my initial use of the word “finagle.”
Susan sent me this:
finagle (third-person singular simple present finagles, present participle finagling, simple past and past participle finagled)
finagle a day off work
finagled his way out of a ticket by pretending to be on the way to a funeral, distraught
I think the word has come to mean “using super-human negotiating skill to obtain a superior result“
Terry sent me this:
I thought you meant “obtain (something) by indirect or involved means.” I always felt it was sort of clever or creative negotiations to get something done when it seemed like it couldn’t be done.
Sam sent me this:
I always thought it was someone who could manipulate circumstances to achieve a goal. No adverse implications. No criminal intent. Just clever in being able to make something work that really shouldn’t have worked.
And there were more. I thank you all.
And not just about negotiation (which is a subject unto itself), but about being clever.
And thoughtful.
And about what it takes to obtain superior results.
All good outcomes require a little positive finagling to get there.
For example,
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I’m going to guess “yes.” I’m sure some will hate me for saying this, but after 30+ years in the nonprofit trenches and another 10+ as a coach and consultant, I’m still amazed at how small many of us think. In 2008 during the big recession, and 2020 during the pandemic, all I heard was…
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The single most important lesson I ever learned. Begin with the why. Always. If you don’t, you’re likely to work very hard and not achieve much of value. Why? Because you didn’t begin your endeavor by asking yourself: “Why am I doing this?” “What’s the value in this work upon which I’m about to embark?”…
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Can AI help your nonprofit connect authentically with people so you, and the social benefit sector as a whole, do a effective job addressing today’s most pressing problems? In other words, can AI help you drive loyalty? The short answer is yes. But it won’t happen if you keep working as you’ve always…
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That’s right. Loyalty. Not wealth. Not money. Not even attention. Because merely grabbing the attention of someone with either capacity or inclination to give is no guarantee philanthropy will follow. Today I’d like to illuminate: Truths about what drives philanthropy, Challenges nonprofits have developing and implementing strategies that take these truths into account, and Suggestions…
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Some years ago I happened on an article in the New York Times where the author, David Pogue, asked readers for their very best ‘life advice.’ There was so much great stuff in there! If you happen to have a NYT subscription, I’m sure you’ll enjoy reading the full article. For those who don’t (and really for everyone), I decided to share some of my favorite pieces of wisdom with you. Particularly those that apply to your nonprofit work. And, especially, those that apply to your work/life balance.
Let’s begin!
Not every problem needs to be addressed immediately. Some will work themselves out.
“You’ve never seen a cat skeleton in a tree, have you?” When Alexandra Aulisi’s cat couldn’t get down from a tree, her grandmother reassured her with those words, predicting (correctly) that the cat would come down on his own. “This advice made me realize that, sometimes, you need to shift your perception of a problem to see a solution,” Ms. Aulisi noted.
— David Pogue, NYT
While it’s tempting to drop everything (e.g., whenever a new email appears in your inbox, especially if it’s someone asking for help), it’s important to assess if this situation actually requires a rapid response. If not, you have options.
Ever been on vacation and noticed a flurry of emails, back and forth, forth and back, from members on your team? Often, by the time you’ve returned, the ‘problem’ – as urgent as it may have seemed at the time based on all the email hyperbole – seems to have evaporated. I’m not suggesting you ignore legitimate, pressing problems; just use common sense and exercise judicious restraint.
I’ll never forget some excellent advice I received (actually from one of the donors I worked with during the years I was a young parent). While I was stressing about potty training, she told me: “Have you ever seen anyone at college who still wears diapers? If you don’t potty train your son now, never fear. His college girlfriend will!” It was silly, yet made a whole lot of sense. I didn’t need to oversee and micro-manage every little thing. Sometimes things happen on their own time frame. This was a reminder that patience can be a virtue.
In my last article I talked about how to pitch yourself for a new job. My focus was on fundraising jobs, but it’s a paradigm you can use for any time you’re trying to make a persuasive case for yourself.
Today I’d like to get to the part where you’ve transitioned from “selling” to the interviewer, and have arrived at the part where they sell to you. In other words, it’s your turn!
It’s important to prepare for this part of the interview. And, if you happen to be wearing the interviewer hat, you can use these tips to listen for important questions that will tell you a lot about your potential hire.
Definitely come prepared with what you want (and need) to know to make a wise, informed decision. You’ll want to ask about this organization’s history, its programs, its culture (don’t overlook this one!), this position, and the person(s) for whom – and with whom — you’ll be working. Think about what success would look like for you, and probe to assure the pre-conditions to achieve that success are in place.
The interview is as much an opportunity for the candidate to get to know the hirer as it is a chance for them to get to know you. There’s little point in selling yourself for a job you ultimately don’t want and won’t enjoy. Where you’ll just be spinning your wheels. Where you won’t have a chance to grow professionally. Life is too short.
POINT OF PERSPECTIVE: I’ve interviewed a lot of candidates in my day. And, truth be told, if they don’t avail themselves of this opportunity to ask questions I really wonder about them. How can they be so lacking in curiosity? Did they not prepare for this conversation? How are they going to learn things on the job so they don’t just do things the right way, but do the right things? If it’s a front-facing fundraiser position, how are they going to be when faced with the opportunity to build a relationship with a donor?
When I’m in hiring mode, I don’t need a broadcaster as much as a relationship builder. I don’t need someone who boasts ad nauseum about themselves as much as need someone who probes for my interests, needs and challenges. So, if you’re the hirer, listen to see how many of these questions your candidates ask; be prepared to answer these questions.
Did you have a New Year’s resolution to look for a new development position? Or maybe to transition to work in the social benefit sector?
Have you put your job search off, wondering how your skills translate to what you’d really like to do?
We all have an inner critic telling us super unhelpful things like:
These are all variations on the theme of “you don’t have what it takes.”
Nonsense!
This is a totally irrational fear. Your inner critic is perhaps trying to protect and defend you, but actually this critic is holding you back by ruminating on the risks and worst-case scenarios. If you always play it “safe,” you’ll never grow.
Today, I’d like to tell you what it actually takes to be an effective fundraiser.
I hope you’ll see these innate qualities and strengths are things you have already. All you need to do is formulate them into a pitch format you can use when you interview for a job.
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