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If You Want to KEEP Donors, Try to DELIGHT Them

jeff_mclinden@mcconkey-johnston.com — 2011-05-01T19:09:23-06:00

by Jeff McLinden

Many nonprofit organizations are struggling to keep donors and partners engaged and giving. Let me say this as emphatically as I can… There is no such thing as partner “loyalty” without partner “delight.”
People are much more discriminating in this day and age — and some are simply fickle -- quick to be wooed by the power of intense feelings, memorable experiences and superior service. Business author and consultant Tom Peters devotes several chapters of his phenomenal book Re-Imagine to the intense power of the experience in defining superior product, services and companies. It is this power that creates continuing customers – and the same is true in the world of nonprofits and the donors who support them.

As much as you might wish that your donors have “personal and relational loyalties,” the truth is that many of them will turn away from you without much hesitation – UNLESS you move well beyond simply “satisfying” them and begin to concentrate on DELIGHTING them. Especially in times where financial support decisions are difficult because of the choices offered, you need to think long and hard about how to stand out among the many choices that “compete” for your donors’ support dollars. Otherwise, when hard decisions must be made, you may not make the cut!

Take a lesson from Walt Disney. Uncle Walt knew that people, by nature, are motivated by the experiential. And he set out to create lifetime customers by managing as many aspects of their experience with his products. Whether at the movies, or at his theme parks, Disney knew that focusing on “making people happy” would be a powerful motivator for repeat business. In fact, Disneyland was, for many years, advertised as “the happiest place on earth.”

I witnessed this a number of years ago on a visit to Disneyworld in Orlando. It was early in the day. Walking through the colorful entrance to the park, I couldn’t help but notice a young mother, already haggard, dragging her four-year-old daughter by the hand through the throng streaming into Main Street USA. The poor child was wailing uncontrollably. And very loudly. Finally the frustrated lady could take it no more. She knelt down on the hard pavement, drawing the little girl’s tear-streaked eyes to her own. Practically shouting, the exasperated mother looked earnestly into her daughter’s eyes and said, “This is the happiest place on earth! BE HAPPY!!”

It’s a similar message you should be repeating to your organization's friends and financial supporters … but you must make certain that it is true. Ultimately, your word alone that you are doing good work – and doing it well – is insufficient. A significant part of your work, after all, is about ensuring that your donors continue to be supportive. And I would contend this aspect of your work in development is just as important as the work actually accomplished by your organization.

The equation is simple: no partners = no organization.

New Site Helps Missionaries Raise Support

jeff_mclinden@mcconkey-johnston.com — 2011-02-13T15:22:38-07:00

By Jeff McLinden

If you are considering going on a missions trip or plan to work as a missionary, raising support to fund your ministry is a significant challenge. Trust me, I know. I've been there! That's why I suggest you visit Raising-Support.com. My friend Barry McLeish and I just launched an online training program for missionaries and Christian workers who face the task of raising support for ministry work. It's called "Partners for Life!" And we've designed it to be a comprehensive training program with loads of video training as well as downloadable materials, special reports, podcasts and more.

Over 25 years working with ministries and missions of all sorts, Barry and I have seen an increasing problem: Far too many missionaries are taking two, three or more years to get to their assignment. It simply shouldn't be this way. And it need not be -- with the proper training. But many ministries are poorly equipped and trained to provide this type of specialized "partner development" training to their new recruits -- and even their longtime missionaries struggle to remain at their assignments with full support.

We want missionaries to learn how to create a partner team quickly -- and to maintain, and even delight, that team throughout the course of their work together. That's what our site is about.

If YOU are struggling -- or your organization needs help, or friends or missionaries you know are struggling -- may we suggest you visit Raising-Support.com.

The Marketing Paradigm Has Shifted - Has Yours?

jeff_mclinden@mcconkey-johnston.com — 2011-02-02T18:23:13-07:00

By Jeff McLinden
The discussion among nonprofits about the value of social media and Internet marketing is raging...sort of.
We've found among certain clients that this issue has become a dominant part of the strategic conversation. WIth others, it registers as simply one of many "popguns" trying to command the attention of the executive team and board concerned about the broader concerns of challenged capacities to deliver client service while suffering from understaffing and underfunding.
Here's why branding, marketing and the role of Internet and social media strategies MUST become part of the strategic dialogue...
Nearly all consumers (97%) now use online media when researching products or services, according to BIA/ Kelsey’s ongoing consumer tracking study. The misconception is that only young people use these technologies for shopping but in fact, nearly all of the buying public now use them. Marketing has shifted from a one-way broadcast to a multi-point conversation. In the past, communications were “broadcast” exclusively through mass marketing channels like radio, TV, newspapers and even the door-to-door distribution of directories like the Yellow Pages.
Not only are consumers seeking product information to drive purchase, they are also seeking information -- period. That includes information about every cause imaginable -- including yours. The Internet has become the most dominant repository of information readily available to anyone anywhere. And that knowledge is influencing not only alignment decisions, but also investment decisions.

But the most significant change in the past several years has been the movement from the Internet as "information repository" to Internet as "catalyst for community and conversation." And social media is responsible for this dramatic change, dramatically changing the landscape for marketers by enabling continuing "conversations" with customers and donors in real time.

In the past, for-proft and nonprofit companies marketed online by building Web sites and sending emails to subscribers—both “broadcast” activities in the sense that communication was one-way. Banner ads, news items, emails and other tactics drove prospects to Web sites where companies tried to communicate their messages and influence behavior. With social media, however, much of the communication is controlled by the target audiences. Members can ask their community about a product, service or company and get multiple opinions, recommendations or referrals. Conversely, members freely discuss their experiences with their friends and followers. Online, the new “word-of-mouth” is social media like Facebook and Twitter, which have more than 700 million members combined.
Social Video Channels
YouTube is now the second largest search engine, according to comScore, with 50% more searches than Yahoo! And 180% more searches than Bing. YouTube has 300 million visitors every month who watch more than 12 billion videos.
As a social medium, YouTube features user generated content and facilitates video sharing, commenting, rating and the ability to create special interest channels that attract friends and subscribers who share interests and can interact with each other. Users look for videos to entertain and inform. Businesses participate by providing answers to users’ questions, how-to content, product reviews, instruction, expert opinions, etc. It is a forum for establishing “social authority” that businesses seek for the topical areas most related to their services or products. According to Dr. Pamela Rutledge, Director of the Media Psychology Research Center, “One of the tenets of social media is that you can’t control your message, you can only participate in the conversation.” By building social authority in a subject area, a business -- or a nonprofit or ministry organization -- can participate in the “conversation” and become a relevant influence in that conversation.
What are you doing to engage your donors in meaningful conversations? Have you shifted YOUR marketing paradigm? Or are you just grinding gears?
Your ability to engage donors and partners using THEIR media of choice may play a very significant role in your ability to not only KEEP the ones you currently have, but also to FIND AND KEEP new donors and partners. The implications are staggering for your organization's brand, for your ability to recruit staff, for your ability to acquire and retain donors, and ultimately for your ability to remain relevant in your area of service.
If you're not having serious strategic conversations -- not about WHETHER to enter this arena, but about WHEN and HOW -- you must begin now. If you are afraid of the costs, the staffing needs, the learning curve, etc., you needn't be.
You must enter the conversation. Let us show you how.

Crafting the Language of Vision

jeff_mclinden@mcconkey-johnston.com — 2010-06-23T12:57:40-06:00

By Jeff McLinden

The first President Bush wasn't alone in not really getting the "vision thing." My observation is that far too many ministries and nonprofits tend to operate a bit on the "pinball" model of defining strategy. Like the rolling, steel ball, their leaders "bounce" about from bumper to flipper to occasional desired target. They have a tendency to be reactive to outside forces that determine their trajectory, moving toward opportunities that become available, rather than proactive in defining challenging opportunities or initiatives and crafting the strategic plans to achieve them.
Yet, even for these organizations, it is quite common to deal daily in pursuits that are characterized by strong visionary elements:

• Formidable challenges...
• Challenging objectives...
• Significant obstacles...
• Aggressive action plans...
• Time sensitive achievements...

What many "don't get" is the language that helps define and clarify "vision" for their constituencies -- both internal and external. Effective "packaging" of strategic directions is often the difference between defining a compelling vision and business as usual. And this can make all the difference between a successful development effort and failure.

Take a moment to examine the goals you are striving to achieve. Your immediate plans may not appear to be aggressive enough to thoroughly excite the uninitiated. But what is the ultimate outcome if you continue to move forward -- and to meet or exceed your goals? Then what? What can be achieved? How long will it take to achieve it? What will be the impact of accomplishing that "final step?" When you begin to paint that picture in such a way that it stirs your soul, then you are beginning to understand how to "package" vision that will engage others.

There are three qualities that define powerful visions:
1. They should have SUBSTANCE.
2. They should have SCOPE.
3. They should have STRETCH.

Visions should have substance. By this I mean they should deal with issues or concerns that truly matter, that are consequential in their impact -- both if they are achieved or are not. Vague ideas or concepts are not visionary. Neither are undefined targets. If targets are uncertain, how will you know if you hit them? Write your goals so they are clearly defined -- they have numbers, deadlines, and defined consequences (create an impact statement -- what happens if we achieve this; what happens if we don't?).

Compelling Visions have scope. Compelling visions push beyond existing boundaries, existing conditions, or the capabilities of your organization. They define a range of focus that is broader than we can presently see.

Visions should have stretch. We know there are always organizational limitations of capacity -- in terms of resources, of personnel, of reach or ability. These realities are usually understood by rational people. But real vision is, often, moving into the realm of what may seem irrational. Operating within your capacity is one thing...and many nonprofits are very good at "maintaining" what they have. But real vision may be about increasing your capacity that you may accomplish significantly more than your current resources allow! A visionary objective recognizes the practical limitations of an organization -- and seeks to stretch beyond them.

Steve Case wisely observed, "Vision without execution is merely hallucination." You certainly don't want to position your nonprofit as "audacious bordering on asinine." And I don't mean to imply a level of enthusiasm is needed for unrealistic achievement. But what I DO mean is that, from top to bottom, the language of your organization must begin to reflect a "dare to dream" enthusiasm that is beyond "business as usual." Your organization’s work is still amazing to the vast majority of those who appreciate and support your cause. But, as insiders, we tend to treat it internally as casually as a dry cleaner who goes about his business every day.

You and your organization must adopt (and support at all levels) a sense of amazement, enthusiasm, and gusto in your pursuit of visionary objectives and opportunities. To package those in such a way that demonstrates your organization is both a vital enterprise and one that is worthy of people's interest, enthusiasm, and participation. Vision is about destinations, yes. But COMPELLING vision is about galvanizing the minds, hearts, resources and energies of people who are willing to engage in pursuing those destinations alongside you.

What I hope you will realize is that HOW you approach the future is as important as THAT you approach it. It is not only for the sake of the "troops" (your staff and volunteers) that your leaders should marshal the emotional energies that drive people to do hard things -- it is for the "supporters and partners" as well. It is much easier to respond to the call to do hard things if organizational leaders are, themselves, challenged, committed, and enthusiastic. George Barna wrote in his excellent book The Power of Vision, "Vision has no meaning, power or impact unless it is conveyed from the visionary to the visionless." You simply cannot mount a strong and compelling campaign for any cause if the call to action is uncertain, weak or nonexistent. Packaging truly does matter.

Fundraising's Most Important Word

jeff_mclinden@mcconkey-johnston.com — 2009-12-30T11:35:31-07:00

by Jeff McLinden

Many people have the wrong idea of marketing. They tend to equate marketing with selling. But that's a flawed view that prevents many organizations from achieving the type of success that can win -- and KEEP -- customers (or donors, if you happen to be a nonprofit group).
A good definition of marketing is giving people more and more of what they want and less and less of what they don't want. The emphasis here is, of course, on people, rather than on products. If you are truly sensitive to the needs and desires of your customers/donors, then the marketing messages you use to communicate with them will benefit greatly through the use of the most important word in marketing: YOU.

Ad agency owner Larry Thompson coined the term "you-focus" back in 1983 to describe the slanting of communications toward the reader / listener / viewer. In order to connect with the target customer / donor, frequent use of the word "you" is an essential element to establish an emotional connection and to help the prospect "see" his or herself as the beneficiary of your product or service. The superiority of benefits over features has long been established in marketing communications -- but that is so seldom the focus of sales or fundraising copy!

Organization-centric or product-centric copy tends to discount the significant role of the customer as the focus of marketing messages. Check your marketing communications, advertising or fundraising messages and circle every use of the words "we," "our," and "us." Now rewrite the copy to make it address the target audience liberally using the word "you" instead. Read the end result out loud and you'll notice a significant difference.

Marketing author and M/J vice president Barry McLeish addresses this concern in several of his books including The Donor Bond and Yours, Mine & Ours: Creating a Compelling Donor Experience. For fundraisers, these books are excellent in helping shift the focus to the prospective or already active donor. You can learn more about creating compelling marketing copy for fundraising communications through several articles in the M/J archives. If you want to REALLY reach your customers and donors, keep this mantra in mind: It's all about THEM, NOT about you!

"Be Prepared" is a Motto for EVERY Nonprofit

jeff_mclinden@mcconkey-johnston.com — 2009-10-30T12:17:10-06:00

By Jeff McLinden

As October turns to November, there's a certainty here in Colorado Springs -- we'll have had at least one good snowfall. As a result Halloween is always a dicey proposition for trick-or-treaters in our Rocky Mountain location. Snowfall requires a bit more planning when you're dressing up to "collect treasure." You're either ready for it or you're not.

There's an interesting parallel here for nonprofits... Inevitably, the fall season arrives and along with it the best season of the year for fundraising -- "collecting treasure," if you will. What is fascinating, however, is the failure to plan far enough ahead to be prepared for what comes next. Oh, sure, the budget cycle has most likely happened and the board has approved the anticipated 2-5% increase in income and expenses for next year...assuming there are no surprises. This pattern is what defines the lifecycle of hundreds -- even thousands -- of nonprofit and ministry organizations.

The only problem is that snowstorms DO happen.

I've consulted with ministry nonprofits for nearly 20 years and rarely have I seen organizations engage in a pattern of continuous scenario planning. Anticipating problems (such as the last year's economic downturn) or opportunities (such as a favorable political or social climate for your cause) has rarely entered the budget discussions. Even more troubling is the lack of planning for growth. While new names and new donors are the lifeblood of any nonprofit, scant attention is paid to planning and budgeting for acquisition strategies designed to fuel growth.

You can easily tell the organizations that do NOT suffer from this kind of negligence... They're the ones that exhibit a pattern of constant innovation, matched by robust growth. And they typically top the lists of "best-run nonprofit organizations." You can also identify the organizations that simply drift from year to year in "incremental survival" mode, with leaders and board who see their role as custodial stewards rather than aggressive entrepreneurs for the sake of their causes.

Fall fundraising season is nearly always an enjoyable time of financial harvest -- but it is, too often, followed by the financial and strategic doldrums that are symptoms of a flawed approach to planning. Let me encourage you to adopt a new mindset -- one that views planning not as an "annual event," but one in which continuous evaluation of your organization's strengths and weaknesses, opportunities and problems, and, especially, the potential threats you face, help foster the crafting of ever-evolving planning scenarios that prepare you for anything.

There's something rather comforting in being prepared, regardless of what the future holds.

A Resurgence of Activism

jeff_mclinden@mcconkey-johnston.com — 2009-08-14T12:49:15-06:00

by Jeff McLinden

The term continues to evoke mental images associated with the sixties. Perhaps that is why "activism" on behalf of causes has been viewed with disdain by "mainstream" Americans for the past few decades.

We tend to associate activism with negative images, such as the violent Black Panther movement, of the so-called "eco-terrorists" or the extreme edges of the OPPOSITE political party from our own. Yet activism in the name of more mainstream causes is how things get done -- and is experiencing a resurgence within our culture. Political activism is not the only arena in which attention is garnered. In more sedate nonprofit enterprises, such as the arts, or social services causes -- and even in ministry pursuits -- people are discovering that their voices and their actions speak louder than organizational brochures and newsletters.

"Doing something" to make a difference seems to be taking on new meaning as huge numbers of people are more actively participating in all sorts of activities on behalf of their favorite non-profits. And it isn't simply the usual events that have traditionally sought to engage donor participation, such as banquets, walk-a-thons, charity balls, golf tournaments, etc. You'll find passionate participants getting their hands dirty in some very interesting -- and creative -- ways to promote their cause, gain broad attention for it, and raise significant sums to benefit it. Here's a quick example...

Renee Davis runs a summer "theater camp" for teens as a means of supporting a local pregnancy center called Life Network. How does that work? With casting, costuming, set design and memorization done in advance, Renee pulls everything together during a two week period -- set construction, play blocking, rehearsals, lighting, sound and four performances that include the show and dessert. The venue is donated, parents and teens provide labor, acting and other services, refreshments are donated by local establishments and hundreds of tickets are sold.

"I love doing this for Life Network," Renee says. "The kids get a chance to really understand that their hard work can benefit others. They learn about the organization and their work takes on new meaning and new importance. And, in the end, everybody wins."

She's right. At the end of the two weeks, 800 people saw an excellent performance of "Les Misérables" and heard a brief presentation about Life Network, 30 students and their families contributed hundreds of man-hours volunteering for the cause, the greater community read articles in the local paper about the effort, and the ministry organization received a much needed budget boost through a $5,000 contribution -- and significant exposure to new audiences.

Is that "activism?" The dictionary describes activism as "using vigorous activity or campaigning to bring about political or social change." With that definition it will be interesting to see just how creative organizations can be to prompt constituencies to find new ways to "participate" in furthering their causes. But the real issue -- why this "works" -- is the fundamental principle that "experience trumps knowledge." The most powerful fype of interchange between an organization and its customers/donors is NOT the financial transaction -- rather it is how the customer/donor experiences the brand. Experiential marketing taps into the natural desires people have and reinforces their perception of the organization -- good or bad.

How do people experience YOUR brand? Can you create meaningful, positive and beneficial experiences that allow your donors to be "activists" for your cause?

Plans to Soak the Rich Threaten Nonprofits

jeff_mclinden@mcconkey-johnston.com — 2009-07-20T21:10:45-06:00

by Jeff McLinden

As Congress and the Obama administration prepare to push their plans for healthcare reform -- at the expense of the 2% of the population that earns over $300,000 annually -- a few other interesting details have begun to emerge...

Not content to simply raise taxes on this group to dramatic new highs, it seems the President also has plans about reducing a number of the tax breaks that are enjoyed by the wealthy -- the same breaks that every other tax-payer enjoys. I'm talking about those deductions for mortgage interest paid and, especially, those for charitable contributions. Has it occurred to Mr. Obama that while charitable giving isn't motivated entirely by the tax benefits such gifts bring, it does help to make giving more appealing to those who have the wealth to give large gifts and may otherwise not be as inclined?

Can this do anything but harm the non-profits that count on major gifts as a substantial percentage of their annual operating budgets?

For those who think the damage would be minimal, consider that the majority of most nonprofit budgets -- often as much as 70 - 80% or more -- is derived from the five to ten percent of their donor files that give large gifts. Any disincentive to those few who typically give gifts of tens or hundreds of thousands of dollars will certainly not HELP the prospects of non-profits to reach their budgets and accomplish their program objectives.

But this isn't about budgets... Rather it's about what those budgets are designed to accomplish. Think in terms of fewer hungry people being fed. Fewer children being taught. Fewer whales being saved. Fewer whatever! Ultimately it's the cause that suffers when people reduce or cease their charitable giving.

While it's true that other nations do not provide the same tax benefits for charitable contributions that we have enjoyed in the United States, it is also true that such nations (see Canada or England) cannot claim anywhere near the robust health enjoyed by the United States' nonprofit sector. American giving far surpasses that of any nation in the world -- and much of it is fueled by people of means who give substantial sums every year.

I am not suggesting that all giving will cease among the wealthiest few who might be burdened with these intended changes to the tax code. But I am suggesting that, if enacted, the proposed changes designed to "soak the rich" in order to pay for non-taxpayers' health benefits will certainly cause many to swallow hard when they consider the next proposal from their favorite charity to "make a substantial investment that can impact (you fill in the blank) in a tremendous way..."

The Power of Reference in Fundraising

jeff_mclinden@mcconkey-johnston.com — 2009-07-08T14:58:24-06:00

By Jeff McLinden

Interesting how a celebrity death has such huge fundraising implications...
An article in today's paper mentions how Michael Jackson's death is a great reminder of the importance of having a valid will. Planned giving departments should be jumping all over this!
Whether we like it or not, the power of celebrity has a huge impact on the actions of a significant slice of the population -- for good or for bad. We've seen the "power of reference" at play in celebrity endorsements of charitable causes of all kinds. Bono makes a plea for clean water projects. Steve Green talks about his Compassion children. Jessica Alba (or any number of other actresses) doff their clothes for protests against animal cruelty. And people listen -- and act with their checkbooks.
But celebrity endorsements aren't the only "power tools" when it comes to fundraising. The "Power of Reference" is a significant factor from a variety of sources -- and is very important to people’s giving decisions. They ask friends, colleagues, co-workers and pastors “do you know anything about so and so...?” Testimonials should become very important to you. As well as “word of mouth.” Both enhance your credibility.

How can you tap into the "power of reference?"

If reference is important to your organization, where do you begin? How do you gain exposure through the kind words of others? Well, you can certainly seek testimonials from served clients or customers about the value of your work in their lives. That can be pretty powerful stuff. You can also seek out "delighted donors" who are willing to share with others why your organization has become one of their favorites. Begin an aggressive media and public relations campaign to gain visibility and (hopefully) favorable exposure that will help your image. Ask top donors and partners for referrals. You could even gain a celebrity partner who is eager to help your cause.

The lesson here is simply that if the only voice people hear about your organization, your cause, or your needs is your own, it's hard to be convincing.

Why You Must Communicate - NOW!

jeff_mclinden@mcconkey-johnston.com — 2009-06-29T16:53:38-06:00

By Jeff McLinden

I’ve written this before — and talked about it at numerous seminars. Please hear me!
If you are not communicating regularly with your donors during this economic downturn, you are making a huge mistake.
The logic is simple… When others aren’t visible that’s the time to be visible. While the downturn has impacted a good many people in America and across the globe, others are doing just fine, thank you. Unfortunately, I’ve heard from too many organizations that have said, “we’re going to be good stewards and not ‘waste money’ sending newsletters and appeals during bad economic times.” Do you see a problem with this line of thought?
When your donors do not hear from you, it is easy to assume one of two things: 1) Either there is nothing happening in your organization worth talking about, or 2) There is no current need for their involvement. If these are true, then by all means, save your money!
On the other hand, if you remember that donor communications are more about your donor than your organization, then you’ll see what a disservice failure to communicate is to your supporting friends and partners. Besides, if you are sending NO messages, they will turn their attention (and their giving dollars) to the organizations that ARE communicating with them, and providing compelling opportunities for their involvement.
While there are certainly a number of men, women and families that have stopped giving during these difficult months, the vast majority continue to be involved in their favorite charitable causes. They are simply allocating their giving dollars more carefully. Which means you have to meet their criteria for more selective giving.
Are you making the cut? Are you providing giving partners with enough information to help them choose your organization when the chips are down?

5 Power Principles for Donor Communications

jeff_mclinden@mcconkey-johnston.com — 2009-06-02T23:32:19-06:00

By Jeff McLinden

One of the most serious problems with nonprofit communications –- particularly direct mail, e-mail and newsletter communications -– is that they tend to be last-minute, aimless and, therefore, unsuccessful in making an impact upon their readers. Let me underscore five “power principles” that can set your communications apart from the avalanche of poorly written, boring, self-centered and otherwise impotent communications pieces that your partners and donors are confronted by every single day.

1. Have a Clear PURPOSE.
Is it to Inform? Inspire? Involve? Inquire? If your objective is to raise funds then the letter or newsletter must build a strong case (argument) for the ask to be made. All elements of the content should build toward the ask and the benefits of giving CLEARLY stated. And you must ASK.
If you are communicating to share important information, then you MUST let the reader know that it is important. And you must ensure that they understand WHY it is important, and, especially, WHY IT SHOULD MATTER TO THEM.

2. Communicate with PASSION.
One of the most significant obstacles nonprofits face is the sheer volume of information people must process every waking moment. Besides the thousands of marketing messages that bombard your audience from other sources, you must concentrate on breaking through the sheer blizzard of moment-by-moment distractions that consume the time and energy of your reader.

3. Make it PERSONAL.
This is about more than simply starting your letter with a personalized salutation. There are two issues:
a) Address your copy to a single reader. That means you must always write to the INDIVIDUAL reader, NOT groups. The most important word in direct mail copy is “you.” Avoid phrases like “Some of you…” or “those of you…” You’re writing to ONE person, not a group.
b) Make sure you communicate what MATTERS to your reader. Involve him or her in the topic, being sure to draw the reader into the content in such a way that it becomes meaningful.

4. Inject your (or your organization’s) PERSONALITY.
The world loves and lauds memorable characters. Nearly every culture points to personalities that not only entertain, but also influence values, drive behaviors and shape opinions. We are drawn to people with distinctive styles and strongly expressed views. We remember them. We care about what they care about – IF our values are similarly rooted.
Most nonprofits are bastions of sameness. The number of leaders who are vocal and visible is embarrassingly few. Inject your communications with personal style and powerful prose that sets you apart from others. Make your organization (and its leaders) memorable in order to make your communications powerful.

5. Include a PROPOSITION with PROMISE.
Explain how the reader’s help will make a difference in as clear terms as possible. Suggest how a specific dollar amount could make a difference (”Your gift of $50 could provide training materials for 25 Chinese midwives to help them learn new techniques that produce healthier babies…” “Your partnership with ABC Ministries will help strengthen and encourage Pakistani believers who are persecuted for their faith…” etc.). Focus on involving people in powerful things that will make a very clear, measurable difference for good – then demonstrate to them how they have helped, are helping and will help in order that they see themselves as making a difference.

Five powerful principles that will make a difference to your success — IF you apply them!

Why is "Branding" an Issue?

jeff_mclinden@mcconkey-johnston.com — 2009-05-14T22:53:07-06:00

By Jeff McLinden

Why is "branding" an issue you need to consider?

Well, how about "survival?"

Some ministry organizations are discovering that rethinking their brand is a necessity for surviving within a hyper-competitive marketplace. I'm not talking here about a simple change of a logo or adding a tag-line to the organization's stationery or even a new website. It's far more complex than that.

Some are seeing that "branding" means a complete change of identity that coincides with the implementation of a renewed vision and strategic objectives. Such an identity change includes the selection and promotion of a new name for the organization with accompanying creation and application of a strong visual identity across the ministry’s marketing, ministry and communications materials. But while establishing names and creating logos is the traditional view of “creating a corporate identity,” we believe that today’s highly competitive marketing and ministry environment demands a more comprehensive approach.

Even in the ministry world, strong brands increasingly have become the one and only sustainable competitive advantage. Brands must be viewed as the primary factor that differentiates a nonprofit organization from others with similar causes. In this respect, it is not the causal products with which customers or donors develop relationships… It is your brand. Powerful brands are created through a carefully crafted, and even more carefully managed, combination of visual AND experiential factors that work together to create indelible impressions and interactions in the minds and hearts of organizational stakeholders.

The problem is to craft a branding strategy that goes beyond mere satisfaction for various constituent groups… Rather, you must seek to create and implement an experientially superior brand/image/identity that will not only delight current stakeholders in your ministry (including missionaries, staff, donors, churches, board members, etc.) but will serve as a magnet to attract new missionaries, new donors, new church partners and more.

We view this process, not as merely a departmental issue or a communications strategy, but as an organizational imperative. Branding will affect the name, the look, the feel of your ministry, to be sure. But it will also affect the language of your organization, its customer/donor interfaces, its service to various stakeholder groups, how it recruits and follows-up new missionary candidates, etc.

The ultimate objective is not merely to establish a strong brand. Rather it is to establish and maintain strong brand loyalty. Creation of a strong brand identity is part of that task. Successful implementation of that brand identity is the result of creative applications across all marketing materials and customer/donor engagement arenas, and effective marketing and communications planning and execution.

How's your brand? Perhaps the best way to find out is to see how your competitors are doing. And how many of your stakeholders are leaving.

Meaningful Conversations

jeff_mclinden@mcconkey-johnston.com — 2009-05-07T15:10:41-06:00

By Jeff McLinden

If you're like me, you likely receive 20 to 50 pieces of nonprofit mail per week. Why is it that the vast majority of those pieces never make it to my desk? The round file catches the majority simply because they do a lousy job of catching my attention. Those that do get opened mostly suffer from the same disease -- they "talk at" me as a reader, rather than "talk with" me. I'm sure you know what I mean... Too much nonprofit mail -- and especially ministry mail -- tries to deliver a "message" instead of carrying on a conversation. This begs a simple question...

If "relationships" are what donor and partner development are really all about, then why do we ignore one of the fundamental principles of relationship development -- dialogue!

I'm convinced that most writers of ministry mail simply don't get it. We're not engaged in journalism here... We're having conversations! They write as if they were preparing an address to a vast congregation instead of writing a personal letter. And what makes a letter personal are the inflections that are part of a natural conversation. The stops. The starts. The pauses. The questions. The emphatic or dramatic elements that punctuate dialogue between two people in animated discussion.

Great communicators are not so because of profundity, dynamic oratory, complex sentence structures or grammatical perfection. What makes them great is the simple ability to capture attention, to hold it, to shape it. The ability to amuse, to stir emotions, and, especially, to motivate action. Engaging readers is what I'm talking about. Failure to engage is failure. It's like trying to race a car that's stuck in neutral. You just don't get very far.

Larry Johnston taught me many years ago that you can't bore people into giving. The best way to not be a bore is to realize that your donors are far more interested in their own priorities, needs and concerns than they are in you. Put them in the center of your communications and you'll discover something amazing -- they'll be far more interested in what you have to say!

The Issue of “Essentiality” in Donor Relationships

jeff_mclinden@mcconkey-johnston.com — 2009-04-15T17:21:52-06:00

By Jeff McLinden

It is unfortunate that so many nonprofit organizations delegate responsibility for donor communications to writers and artists who simply “don’t get it” when it comes to content decisions. Let me say a word about your organization’s donor communications and some of the essential “messages” that should be emphasized – particularly in the context of your direct mail communications and your publications, whether a newsletter, magazine or annual report.

According to one organization’s donor study, conducted by the respected firm Campbell Research, most lapsed donors felt that they "didn't know enough about the organizations’ impact." While the statement is true enough, I would contend that Campbell didn't quite get its analysis correct in understanding the “mind” of the organization’s donors. It's not about the ORGANIZATION’s impact... It's all about the DONOR's impact! He or she is concerned about getting the best possible value from his/her donation dollar. Therefore communications MUST demonstrate that the individual donor does, indeed, impact others’ lives THROUGH the organization. When people see the results of investments, and they feel good about them, they will ALWAYS continue to invest. People always do what is both rewarding AND rewarded. That means we must make a deliberate – and continuous – effort in our communications to underscore THEIR value as partners, not simply assume that they “feel” that way.

To summarize, let us simply say that our concern revolves around a potentially damaging lack of “You-focus” within most organizations’ communication pieces.

The lack of the word "you" conveys to the reader that the letter or publication is really about the organization, about the leader, or about whatever happens to be on the leader's mind. How does it relate to the reader? Why is it important to her? Why should she read and respond to it? These questions should be answered within EVERY donor communication. Your success in keeping donors demands that you adopt a "partnership paradigm" in your communications. Otherwise everything gets reduced to a "this is what we're doing...you need to support it" proposition. Not nearly as attractive as demonstrating why and how the reader is making a difference through their partnership / time / prayers / giving.

I see this as a critical failure of the content of many nonprofits’ publications... In many cases a newsletter or magazine provides very nice human-interest stories – but there is drawn no connection to the donor and the role she plays in making such stories possible! It is critical to reinforcement of the donor relationship – and validation of investments of prayers and dollars – that content be devoted to the value of her partnership with your organization! This can easily be done via the inclusion of paragraphs within stories that refer to the role played “by friends and partners like you…” Another important device is the call-out quote, or the sidebar, that broadcasts, loud and clear statements that say, "Because of your help..." "Thanks to partners like you..." "You can help impact more people like..." etc.

Ultimately, a donor needs to see herself in the process – and, especially, in the OUTCOME – of your organization’s efforts (and, especially, its results) or she will gradually lose a sense of “meaningful participation” and turn attention to a more attractive alternative. Quite frankly, you MUST adopt a posture that minimizes the chances for donor defections, and your communications are your first line of defense.

About Annual Reports

jeff_mclinden@mcconkey-johnston.com — 2009-04-26T16:12:33-06:00

By Jeff McLinden

I was recently asked by a client whether it was important to produce an annual report -- “especially since we’re in difficult economic times.”

First let me say that you DO have a responsibility to your donors to communicate the impact they are having through your organization. Consider the primary audiences for this document... While a great many will be current donors or partners, many will fall into the category of prospective partners, thus you must view the annual report as a significant marketing piece, as well as an accountability document. With that in mind, think broadly about content -- it isn’t enough to merely state the facts and figures. Including a broad view of your vision, programs, and results becomes quite helpful in conveying your history and impact. But consider that the PRIMARY purpose of the document is similar to that of publicly held corporations -- it is a report to stakeholders on the use, and the impact, of their investments!

With that in mind, let me suggest that relegating the "donor/partner" content to a particular section is not as powerful as having a "you-focus" that permeates the entire document. In fact, the annual report is less about "what ABC Organization has accomplished in partnership with you" and more about "what you have accomplished in partnership with ABC Organization."

The corporate "report to stockholders" recognizes that the company exists because people have chosen to invest in the corporation. Too often, ministries are slow to realize their similar dependence upon the continued "investment" of donors/partners. Those that do a great job of recognizing this reflect it in their communications -- and the impact is reflected in extremely healthy donor statistics.

The most significant thing we can communicate to ministry stakeholders of all types is how much their participation contributes to the success/impact of the ministry. That type of affirmation pays significant dividends in terms of lifelong partnerships.

Now then, how is this best accomplished in a piece of this type? Let me suggest that it begins with the front cover and continues throughout the document! Can the title (or subtitle) include the word partners? Something to the effect that this is "A Report to Partners and Friends of ABC Organization"... Then think of page heads and subheads with the same objective: Let the reader see herself on every page!

Regarding the financial section and the auditor's statement, your intent should be to keep this to the basics (condensed financials, visual depictions of income, expenses and program results are great) and offer the details by request. But remember to let the reader see herself as part of those financial statistics -- our objective is to validate and reinforce her decision to invest through your organization to impact lives.

Finally, a note about the length of the document... avoid, if possible, putting "essential" information on a back cover. Your board information, contact info, etc., may be on a back PAGE, but try to keep it off a back cover. It sounds strange, but that implies that this isn't important information. ALL info included in a "report to stakeholders" is important -- especially the assurance that there are capable people "in charge" of your organization.