Joan Garry's Guide to Nonprofit Leadership. Joan Garry

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СКАЧАТЬ 2 You've Got to Get Me at Hello

      Some organizations are easier to explain to folks than others. An organization that helps clients directly would seem to be the easiest to explain; advocacy and lobbying often feel more complex and abstract. School officials can struggle to identify messages that clearly differentiate their school from other choices parents have for their kids.

      But get this: even the easy ones don't always get it right.

      Cities and towns all across the US have organizations that deliver meals to folks who can't, for one reason or another, get out of the house. Meals on Wheels is the most common name you hear. These organizations offer support to those who are homebound and innumerable opportunities for people to be at their very best — to be plain old good neighbors. And this is what I love about nonprofits.

When I get calls to help organizations raise money, the most common request is this: “Can you teach my board members to ask for money?” I politely tell these folks that I don't do that as part of my work.

      Instead, I tell them that I teach board members how to tell stories. They are baffled until I tell them that a check is the organic end result of a great story told by an organization's ambassador.

      A check is the organic end result of a great story told by an organization's ambassador.

      When I work with organizations, I begin by describing a cocktail party — no cocktails and the only guest is me. It's a cocktail party for your organization, and the premise is that I know precious little. Like oh‐so‐many people who attend such events, I show up because of the view of Central Park from the terrace of the fabulous apartment or the open bar or both.

      I say to each person, one by one: “Tell me about your organization.”

      The only direction they are given? Be succinct. Make me care. Make it stick.

      Here's how it played out with the staff of a meal delivery organization.

      “We deliver hundreds of meals each week.”

      Good. Data is good, because size does matter. But data alone does not stick with me. And this is the single most common statement food delivery nonprofits make, certain that the impressive number of meals served is the key success metric that will inspire me to write a check.

      “We pride ourselves on never turning anyone away.”

      OK, that's impressive. But if you don't have to turn anyone away, tell me again why you need my money.

“Our food is delicious. And we can customize meals for specific kinds of illnesses.”

      OK, we're getting warmer. We're not just getting food out the door — we care about our clients enough to be sure the food is delicious. More importantly, this organization sees that clients are different and have unique needs. That feels special to me, and I like this a lot.

      No one story was wrong. Every staff member spoke passionately about the work. I was inspired, and it was clear that this organization was lucky to have each and every one of them.

      I'll be honest: I am not an easy grader. I wanted more. I wanted to touch and feel the work. And I was looking for more context.

      Missing elements of the recipe?

       Emotion.What emotion do clients experience? Or the folks in the kitchen or on the trucks? In 2–3 minutes, can you take me on a tour?“Our organization feeds people, creates a community of caring people who feed and are fed by each other. We bring thousands of families hope each week. We deliver companionship and our delicious food is a gift.”

       Real People.“For 20 years, Bob has been driving one of our trucks — he has the same route and talks about his families like — well, like family. He returns to the office and stops in the kitchen to tell the crew that Mary (give her a disease and an age) loved the cranberry sauce — she said it tasted like the kind her mom made.”

       Add dose of Need and Urgency. (here's where you can add in size and data)“When we started our work, we delivered X meals a year. This coming year, we are budgeted to increase that to Y meals. Government funding has decreased in the last X years, increasing our urgent need for private dollars.”

       Then add YOU. (seal the deal with personal experience)“Today, I'm a staff member, but I started as a kitchen volunteer. The soup I helped prepare was so much more than soup. It's hope, compassion — I know we are really feeding people. I saw it first hand when I rode the truck to make deliveries once a month. We had this one client —Madeline— a feisty woman in her early seventies fighting cancer. She was one tough bird. But when we arrived, she melted. Her whole face lit up. And she told us the soup was almost as good as her own ☺.”

       Stir and voilà!You have me at hello. I am drawn in. I want to know more. I may be ready to actually do!

      ∗ ∗ ∗

      Even for an organization whose mission is crystal clear and whose impact is quantifiable, it can be tough to tell a good story.

      Anytime someone utters the magic words — “Tell me about your organization” — you're being handed a big, fat opportunity.

      I know this in my heart, though: Anytime someone utters the magic words — “Tell me about your organization” — you're being handed a big, fat opportunity.

And if I have anything to say about it, you won't miss out on that opportunity.

TELL ME ABOUT YOUR ORGANIZATION

      I just mentioned that the request in this section heading is a big, fat opportunity. Allow me to explain. Whether you're staff, board, faculty, administration, or volunteer, you're a singularly credible messenger and one of the most powerful ambassadors in your organization.

      Through your telling, you can bring volunteers, other board members, elected officials, parents, clients, donors, and press to the organization you care about.

      So you have to get this right.

      Talking about your organization in a way that's compelling, engaging, and memorable is, in my mind, the most important skill you can develop.

      Maybe you're thinking, “I don't often have time to tell a whole story.” Or, more importantly, “I was asked the question but only have a minute. We're standing in a lobby.”

      Different settings demand different tellings.

IN THE LOBBY — THE MISSION STATEMENT

      Let me be crystal clear. A mission statement is not a story. Neither is it an elevator pitch. A mission statement is a written declaration of purpose. It should state clearly whom you serve, what you do, and why you do it.

      A mission statement is not a story. Neither is it an elevator pitch. A mission statement is a written declaration of purpose. It should state clearly whom you serve, what you do, and why you do it.

A mission statement rarely changes. (If the need for a new one exists, it is as a result of some kind of significant strategic shift. More on that topic in Chapter СКАЧАТЬ