Your organization doesn’t need much to get started, but you do need a few things in place. Here’s what I look for to decide whether Planned Giving is feasible at a nonprofit.
7 years under your belt. I used to say a nonprofit should have a steady 10 years working in its mission, but I’ve relaxed that to seven. You need that because you’ll be asking prospects and donors to include you in their estate plans, which will mean cash to you at their deaths (for the overwhelming majority of planned gifts).
Donors need confidence that your work will survive them. If you’ve been at it for less than seven years, your longevity is questionable. Everyone hopes your good work will live on forever, but there won’t be great confidence if you’ve been working it less than seven years.
Individual donors 55 and over. That’s the age I start promoting Planned Giving. It’s the age at which large numbers of people begin recognizing their will or other estate plan as a method of charitable giving. Before then, it’s much more about guardianship for children and security for college educations and the mortgage, as well as gifts to family.
To be sure, thirty- and forty-somethings include charities in their wills. But not in large numbers. Not in numbers large enough to justify spending your scarce time and money promoting the idea to them. It’s an unwise use of resources.
I also want you to avoid risking the much greater likelihood that those younger than 55 will change their minds and remove you from their wills.
In our twenties, thirties and forties do we know the charities that are close enough to us that we’ll maintain them all our lives next to our spouse, children and grandchildren in our will? With as many as 60 or 70 years to live–no we don’t.
The sole exception to this is board members. As the most invested volunteers, each of them should include you in their will. Some will remove you after their term, but while they’re serving you should be in their estate plan.
The Stelter Company has research that disagrees with me, and encourages Planned Giving promotion at age forty, much younger than I counsel. There’s a link to their research and my response on my blog.
With these two features in place, your organization is ready to promote Planned Giving.
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Next month, “Start Promoting Planned Giving: Bequests I.”
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Tony Martignetti, Esq. is the host of Tony Martignetti Nonprofit Radio. He’s a Planned Giving consultant, speaker, author, blogger and stand-up comic. You’ll find him at TonyMartignetti.com.
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Seems obvious: of course prior business experience is a big advantage when starting a social enterprise.
But now there’s evidence that this might not be correct. Research suggests that LESS experienced social entrepreneurs were MORE successful (in terms of revenue and social media network) compared to their MORE experienced colleagues. And the WORST performance came from social venture managers with BOTH entrepreneurial and nonprofit startup experience. Go figure.
Don’t wait until you’re forced to do the right thing
Volkswagon is the latest organization to be pushed into action by an investigation from China’s state-run TV broadcaster, China Central Television.
While reports indicate that Chinese investigators have been looking into issues with gearboxes from several German automakers since around this time last year, VW announced a massive recall just days after a damning report aired on CCTV.
The recall follows allegations against Volkswagen by China’s national state-run television broadcaster, China Central Television. In a program held late Friday in honor of World Consumer Rights Day, CCTV accused Volkswagen of selling cars with substandard direct-shift gearbox systems, causing acceleration problems and car accidents for an unspecified number of consumers.
While it’s always a good thing when an organization recalls product in order to enhance consumer safety, it doesn’t look nearly so positive, reputation-wise, when its hand is forced by anyone, be it media, government, or consumers themselves.
If you want to avoid the reputation damage that inevitably comes along with widespread recalls and exposes like the one CCTV ran on VW, then do the right thing when you spot a problem.
Er, what’s that again?
It’s simple, fix it, BEFORE someone makes you! Would you want to drive a car that might suddenly fail? Of course not. So why would you expect consumers to be just fine with it?
We say this all the time because it really does apply that well to just about every aspect of crisis management – treat others the way you would like to be treated, and watch your reputation climb.
Of course, you can always choose to treat your stakeholders like they’re wallets with legs, but don’t complain when they walk their money elsewhere.
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For more resources, see the Free Management Library topic: Crisis Management
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In a meeting or facilitated session, it is typical for participants to be initially reserved and very willing to allow others to speak first. As a result, it is not unusual for the first question that the facilitator asks to be met with complete and utter silence! This can be demoralizing for a facilitator, especially when it occurs at the beginning of a session – that time when you are hoping for high energy and great interaction. A great technique for maintaining focus within a group – in addition to the checkpoint you read about in my earlier blog – is warming up the group.
The Secret to Warming Up a Group
Ask two questions that require a non-verbal response.
To avoid getting silence when asking your first question, warm-up the group by first asking at least two questions that require a non-verbal response.
The key to the warm-up technique is to ask at least two questions that require a non-verbal response. Since the pre-questions you ask should lead up to your primary question, you should plan these pre-questions carefully.
Sample: Warming Up a Group
In this sample, the facilitator’s primary question is: “What are the benefits of planning?” Note the questions the facilitator asks and the actions the facilitator takes before asking the primary question.
Facilitator How many people here have been involved with a project that wasn’t well planned from the beginning? (Raise your own hand.)
Facilitator It was somewhat difficult, wasn’t it? (Nod your head.)
Facilitator You may have had problems such as a lack of understanding of the purpose, people unclear of roles, lack of commitment to action and so on. So there are some real benefits to planning, aren’t there? (Nod your head.)
Facilitator Let’s name a few. What are the benefits of planning? Who can tell me one? (Raise your own hand. Call on someone whose hand also goes up.)
The Finer Points of Warming Up a Group
The warm-up technique is effective in getting people responding to you, first non-verbally, then verbally. By twice getting the participants to nod their heads or raise their hands, you have greatly increased the likelihood that, when you ask that first question and raise your hand, one or more people will raise their hands to offer a response.
The timing of your gestures is important in the warm-up. You should raise your hand or nod your head while you are asking the question. This way, the participants will know what action you want them to take before you finish asking the question, and they can begin responding right away.
What are some other techniques you use to keep a group focused in a meeting?
The Drivers Model is Leadership Strategies’ methodology for strategic planning and the ultimate tool for masterful planning. The Drivers Model process covers seven key principles for masterfully planning any activity. The seven principles are summarized below. Let’s break down each one.
Seven Principles of Masterful Planning
1. Be clear on purpose.
2. Start with an accurate assessment of today.
3. Create a shared vision of success.
4. Identify your critical successful factors and barriers.
5. Define the drivers: your strategies and priorities.
6. Monitor and report results.
7. Have rewards and consequences to build accountability.
1. Be clear on purpose.
With any activity, start with purpose: Why are we doing this? With the house example, our purpose was to find a house that was more suitable to our needs. Purpose always answers the question why.
2. Start with an accurate assessment of where you are today.
You should always start with an accurate assessment of where you are today. Why is that important? Because you may think that you have overcome certain barriers when you really haven’t.
Perhaps an example will illustrate the importance of starting with an accurate picture of today. Let’s say you wanted to drive from Atlanta, in the southeastern United States, to Los Angeles, on the west coast. You would have to drive west to get there. But what if your perception was that you were in Atlanta but, in reality, you were in Seattle also on the west coast. What happens when you drive west? Let’s just say you might end up a little wet, which probably was not part of your vision. So, you may create a compelling vision of where you want to be. However, if you do not clearly define where you are today, you may end up thinking you are outside certain barriers. As a result, you can end up doing the wrong things and not getting the result you want. Therefore, key point number one is that you must start with an accurate assessment of where you are today.
3. Create a shared vision.
Once you have an accurate picture of today, you then create a shared vision. Not just a vision, but a shared vision. You can probably imagine what would have happened if I and my wife had a different vision of the type of home we wanted.
Yes, we would end up getting the house my wife wanted of course! But can you imagine the conflict and struggle along the way? Because we would want different things and would be pulling in different directions, many of the decisions we needed to make along the way would have resulted in a major fight over whose vision would prevail.
By creating a shared vision up front, we have the “fight” only once. Once the vision was created, we would be able to make decisions together in line with achieving that vision.
In many organizations there are entire departments that have different visions of where the organization needs to be. Imagine the chaos when each department goes off in a different direction. And sometimes those different directions are mutually exclusive – if one is successful, the other has to fail. What a waste – all resulting from lack of a shared vision.
4. Identify your critical success factors and barriers.
With that shared vision defined, principle number four is that you then focus on identifying the major barriers to achieving that vision. You ask yourself, “Why haven’t we achieved our vision already? What’s standing in our way? What’s keeping us where we are today?”
Then, you must understand your critical success factors. What’s critical to getting you where you want to be? What are the key conditions which, if you create them, will drive achievement of the vision?
5. Define your drivers.
After identifying your barriers and critical success factors, principle number five is to define your drivers. What are the key strategies that are going to get you to your vision? Remember that the strategies have to address each of the barriers and critical success factors.
6. Monitor.
With principle six, you monitor your progress to keep on track and stay motivated to achieve your vision.
7. Have rewards and consequences to build accountability.
Finally, be sure to have rewards and consequences to build accountability. Even with a monitoring process, if there is no form accountability people quickly learn that it is not essential to perform.
I admit, this took some research! Let’s start by defining what we are trying to do, Wikipedia to the rescue.
Ethos: Greek, meaning character, used to describe guiding beliefs, ideals, and the spirit which motivates them.
Community: a group whose intention, beliefs, resources preferences, needs and risks affect and shape its identity. This captures how organizational culture emerges from our work together and our ethos.
The leadership challenge is to understand how to embed these so that we can use them to influence our company’s success (sustained competitiveness and customer satisfaction). Peter Block provides a good starting point. He notes that community is a structure of belonging. Getting the structure right allows trust, connection, security, and feeling valued to emerge (Etienne Wenger). When these describe the organizational identity it is a small step to self-organizing teams, collaboration, continuous improvement, quality, fast development times, and a customer-centric focus. Whether emphasized or assumed, community and ethos are core to all five domains in our intersection.
To embed the Ethos of Community two concepts emerge at the intersection to create a structure of belonging: Communities of Practice and Leader/Teachers.
Communities of Practice (COP). If teams are the fractal unit from which all other organizational units arise, COP are the fractal unit at all levels of shared enterprise over time. The primary assumption from Wenger’s research is that: engaging in the social practice of forming COP is the foundational process by which we learn (knowledge creation) and become who we are (organizational culture). Joint enterprise (supported by mutual engagement and shared repertoire) generates accountability, coherence, productive disagreement, collaboration, and the effective use of resources to meet constraints. This produces a pragmatic resourcefulness that is innovative at the local level and results in continuous improvement, self-organization, and “individuals and interactions” as a driving force for change. As Wenger points out, “Even though [the COP] does not transcend or transform its institutional conditions in any dramatic fashion, it nonetheless responds to [organizational] conditions in ways that are not determined by the institution. To do what they are expected to do [they] produce a practice with an inventiveness that is all theirs.” (1)
Network analysis can illuminate COP and uncover the connectivity between them, mapping these networks like we map value and process. Leaders can then seek out Communities of Practice and convert their collective thinking into organizational action. Mapping community relationships and identifying key COP members allows managers to respond to opportunities and challenges quickly, using existing connections and dependencies. “We call this a latent network view because it discloses a group that could be leveraged in the future.” (2) This provides a means of overcoming organizational fragmentation and taking advantage of built-in resiliency. From a management perspective, then, we have a new means of recognizing, and taking advantage of, structured localness that goes far beyond co-location.
Leader/Teachers: When a new process is adopted, “train everyone” makes sense. Thereafter, the work itself provides a platform for personal and personnel development. This weaves together competency, responsibility, accountability, and contribution. Toyota places this at the center of continuous improvement, achieved through the interactions of Mentors and Mentees. The Toyota Leader/Teacher is a way of managing that has its roots in ethos and can be traced back to GE’s Crotonville Leadership Development Center and the work of Noel Tichy. (3)
When embedding an ethos of community, job assignments, team composition, and even meetings become a forum for action learning.Two assumptions are core to this idea: that learning is a social event and that teaching is the most effective means of leadership. Tichy pioneered the idea of “leaders at every level” built on the practice of leadership as a “Teachable Point of View (TPOV)” rather than subject matter expertise. Becoming a great Leader/Learner requires some new management activities: time for personal reflection, creation of a TPOV, the ability to connect to others and engage when the teachable moment presents itself, inquiry and substantive exchanges that seek to discover problems and how people are thinking about solving them, and openness and listening as a learner (often called “beginners mind”).
Teachable moments form a structure of belonging. They allow leader/teachers to pull from their TPOV, a personal backlog of learning experiences and ways of “seeing”, and engage with their learning partner(s) to create a transformational idea and new responses and behaviors. Recall Satir’s change cycle and now view it as a learning cycle. As leader/teachers, and as learners ourselves, we are watching for transformational ideas to emerge from the intersection of the situation, previous experience and knowledge, the current learning conversation, insight, and understanding. When that happens we have a teachable moment, all participants are learners and teachers, and actionable change is the outcome.
Leader as Social Architect
No matter how broad or limited your scope of leadership, everyone has the potential to engage in Communities of Practice and be a Leader/Teacher. To close let me quote a management great, Robert Greenleaf, that summarizes the structure of belonging we can all achieve every day:
“Everyone who aspires to strength should consciously practice listening, regularly. Every week, set aside an hour to listen to somebody who might have something to say that will be of interest. It should be conscious practice in which all of the impulses to argue, inform, judge, and “straighten out” the other person are denied. Every response should be calculated to reflect interest, understanding, [and] seeking for more knowledge. Practice listening for brief periods, too. Just thirty seconds of concentrated listening may make the difference between understanding and not understanding something important.” (4)
1 Wenger, Etienne. Communities of Practice, Cambridge University Press, 1998.
2 Cross, Rob and Parker, Andrew. The Hidden Power of Social Networks. Harvard Business School Press, 2004.
3 Tichy, Noel. The Cycle of Leadership. Harper Business, 2002.
4 Greenleaf, Robert. On Becoming A Servant Leader. Jossey-Bass, 1996.
Dr. Carol Mase is an executive coach who challenges leaders and their organizations to think differently about the world and how they can achieve their fullest potential. Her unique background applies the principles of business, biology, psychology, and physics, to all levels of the organization. She has worked as an entrepreneur, consultant and pharmaceutical executive introducing fresh ideas that produce innovation and adaptive change.
From time to time, we are asked about the advisability of creating a separate private foundation to raise funds for an existing nonprofit. I’d like to offer an example of when such a foundation was a good idea and has provided great benefit.
(Please note – I am not an attorney and this information should not be considered legal advice in any way.)
Years ago, I was the chief development officer at a Jewishly-sponsored nonprofit senior care provider. In its 40th year of operation, the organization’s leadership changed the corporate structure, establishing a nonprofit holding company as the “Corporate Member.” At the same time, four other 501(c)(3) independent entities were created, with their own governing boards and budgets, that reported to the holding company: the nursing home; the independent living community; a licensed geriatric training school; and, the Foundation, the purpose of which, according to the by-laws, was to “provide resources to enhance the quality of life for the aged … primarily through financial support of the nursing home’s system of services.”
While it always served people of all faiths, when the nursing home provider was established in 1946, the by-laws required that only those of the Jewish faith be allowed to serve on its board. Once the above-referenced 501(c)(3) organizations were established and by-laws created, that restriction on religious affiliation no longer applied.
As a result, individuals from the entire community joined the boards, bringing their unique perspectives and wisdom. That diverse group of board members have become champions for the care of and services to older people, and they’ve become long-term ambassadors for the organization. This, of course, is especially helpful for the Foundation and for fundraising.
Those individuals who join the Foundation board know that their primary purpose is relationship building and fundraising, and they bring their contacts and their own philanthropy to the table.
Through their involvement with events such as a black-tie gala and golf tournament, both of which have been ongoing for 20 successful years, they have helped brand the Foundation with a special panache, with a reinvigorated identity and a broader appeal.
Another benefit of having philanthropic funds raised, managed and allocated through the Foundation, which functions as a separate and distinct entity with its own board, minutes, by-laws, articles of incorporation, etc., is that these funds are generally considered to be protected from litigation activity that might occur with the other entities.
If you are considering the creation of such a supporting organization or foundation, let me offer some suggestions.
1. Examine the financial and “emotional” health of the parent organization, the
history of trust and collaboration between volunteer leadership and executive
staff, and their mutual commitment to the mission, vision and values of the
organization. Establishing a Foundation is not the way to heal or overcome any
troubling issues in this regard. Deal with those issues first if needed, and allow
the organization to strengthen.
2. Clearly establish the purpose of the Foundation — where its funds are primarily
to be allocated, job descriptions for board members, how the board members
are selected and elected (in the above example, the board members are
elected by the corporate member and can be removed by same, and there is
little overlap of membership among the five boards).
3. Ensure that the benefits outweigh the costs, and that the parent organization
will commit to continued involvement in friend- and fund-raising.
4. Engage legal counsel right from the beginning to assure all legal issues are
addressed, especially with regard to the purpose of the fundraising (i.e. to
support the work of the parent organization) and how Foundation board
members are elected and/or removed.
Putting a separate entity such as a foundation in place with the responsibility to raise funds for a parent organization can be a wise idea. However, you must commit to doing your due diligence to determine why and how, in order to protect the precious philanthropic assets and reputation of the organization.
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Gail Meltzer is a founding principal of the Miami-based full-service consulting firm CoreStrategies for Nonprofits, Inc. and can be reached through the website Corestrategies4nonprofits or by email at Gail Meltzer
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If you are a beginning Technical Writer or an experienced Technical Writer, how do you, respectively, display your skills and find your first job or find more jobs in technical writing? Here are some tips:
For beginners, write about your job – begin writing in your current job about all that you know, and make sure that it is on your resume. Write about your daily activities, or any instructions you’ve been given to perform a task. Record or document your knowledge. When review time comes up, make sure that your supervisor or manager knows what you’ve documented. You never know, maybe a new technical writing position will occur and you may be approached for it. Note: this also displays your detail documentation skills.
As another example, you may have been assigned some detailed task that involves, e.g., ensuring that a document or product is tracked. For this task, or some similar task, you may determine you need to create a flowchart or a tracking module or check off list with adjacent initial boxes to certify nothing is lost in transit. List names, places, an event time table, accessories needed (how much and from whom), location, etc. Use your imagination and create some icons to indicate readers, edits, final edits, products, etc. Create a folder and document all this data so that you will have it ready for the next time you need it. Also note all unexpected incidents, such as delays, interruptions, and postponements. This way you will be prepared and know how to handle these problems the next time around. Note: this displays your organizational, research, interviewing, interpersonal, and analytical skills.
For beginners and experienced writers, create a blog to showcase your work, ideas, workshops, training, etc. There are many free packages on the web to use; just Google ’open source blog software’ to get a listing.
If you extensively use a particular manual, application, or package, write about your favorite features of, e.g., a word processing or spreadsheet package and explain how to use it step-by-step to perform a particular function like generating a report. Just remember to be clear, concise, and error free when explaining which steps to take to perform the specific task(s). Create a flow chart to depict the steps or create a diagram using another package and save it into your blog. Detail how and what package you used and include benefits, ease of use, etc. Or, you can just hand draw a picture to show what you mean. When others read how you explain steps, procedures or processes in your blog, they will see how professional you are.
As an added note, see if you can guest blog, create a training manual or e book, teach at a local school or organization, join and participate within organizations, contract freelance work, tweet about your work, perform volunteer work, interview people, market and brand yourself, and definitely network.
Following through with any of the above suggestions can show off your technical writing skills.
Good Luck and please leave a comment about all your strategies to get into being a technical writer (technical communicator, technical editor, technical illustrator, technical trainer, technical translator, etc.). For more information, go to Steps To Become a Technical Writer (https://staging.management.org/blogs/communications/2012/04/01/steps-to-become-a-technical-writer/) or see my e book on Smashwords (https://www.smashwords.com/books/view/213398).
Issues with three more ships raise serious crisis management concerns
Just as Carnival escaped its position at the top of the news cycle following the drama surrounding the lengthy Triumph tow, another of its ships, Elation, reported steering issues and was escorted back to a nearby port by tugs.
At that point, Carnival execs had to be, for lack of a better term, freaking out. Unfortunately for them, that wasn’t the end of it. The Carnival Dream was also forced to return to port as a result of generator problems, and (yes, there’s more) just yesterday the Carnival Legend experienced technical issues affecting sailing speed, forcing a change in schedule that skips the planned last leg of its journey in order to head straight home.
What the heck is going on, Carnival??
After the debacle that was Triumph, we would have done a full audit of all fleet vessels from top to bottom in order to reassure not only ourselves, but our paying customers, that every step had been taken to prevent a similar crisis from happening again.
Well, either Carnival needs to hire new mechanics, or this simply wasn’t done. We do understand that sometimes bad things happen, regardless of the prevention effort put in, but systems on three different ships failing at nearly the same time is a bit too much to chalk up under coincidence.
It does appear the company has learned one thing from Triumph, it immediately arranged to fly passengers of Dream home from St. Maarten, where it was stalled at port and flew singer Jon Secada out to perform for stranded passengers in the meantime.
If Carnival was risking becoming synonymous with risky trips before, now that potential is off the charts. Just look at this sampling of comments from an LA Times article regarding the situation:
What Carnival sorely needs is an actual crisis management strategy. Not just “pay off the passengers and play ostrich ’til the story blows over,” but a comprehensive plan to not only ensure that ALL of its ships are actually seaworthy, but also to communicate to stakeholders, travelers and the media exactly how this has been ensured, and why they should give the cruise line another chance.
At this point Carnival itself is a sinking ship, and it’s going to take a lot more than buckets to bail the company out. Until company leadership commits to making things right, the embarrassment will continue.
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For more resources, see the Free Management Library topic: Crisis Management
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If you’ve lost your job in the recent economic downturn, now is a wonderful opportunity to find your Right Livelihood. Use this time to fully examine your skill set and where your growing edge is. Don’t be afraid to explore something new, more in alignment with your skills and interests.
If you are still in the same job you were 20 years ago, what’s keeping you there? Is it inertia and fear? What may be calling you now to step out and re-align your work with who you really are?
I’ve had several occasions in the last decade where I’ve had to re-structure my skill set, learn new skills, and re-align my work with my current interests. Though the period of re-alignment was financially and mentally scary, in the end I landed exactly where I needed to be. I ended up doing work that was gratifying and rewarding.
If you are contemplating a job change or have a job change forced on you, don’t despair. Take this opportunity as a gift from the Universe to follow your path to Enlightenment, Authentic Living, and greater Wisdom.
Right Livelihood Calling You
Your Right Livelihood may lie at the far reaches of your growing edge. It maybe calling you to shift where you are and taking you where you need to be next.
In the chapter of my first book on life purpose, I describe some differences between Workaholism and Right Livelihood. Here is an excerpt from Chapter 3 of “Path for Greatness: Work as Spiritual Service” that summarizes Right Livelihood:
Because people spend so much of their waking life in work, the Buddha recognized that Right Livelihood is a vehicle to practice morality in work and find Enlightenment. Right Livelihood is work that does no harm and brings people closer to Ultimate Wisdom. Right Livelihood is the fifth step along the Buddhist Eightfold Path to Enlightenment. Through Right Livelihood one can practice Right Understanding, Right Thought, Right Speech, and Right Action.
The focus of Right Livelihood is not on having a particular job or doing a specific type of work, but on the process and way of being through one’s work. Right Livelihood is joyful and serves others. It helps us grow and learn; it fits who we are. Through Right Livelihood we see work being as much a vacation as a vocation. Most importantly, Right Livelihood helps us see how we are all part of the Web of Life, and thus does not entail bringing harm to others, society, or the earth.
Right Livelihood is a creative process, ever-unfolding and ever-changing. As we learn and grow, our Right Livelihood must change to allow us to grow and use more of our gifts. We must continually examine who we are and what we need to do to fulfill our purpose. We will use and develop different gifts at different stages of our life.
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Dr. Linda J. Ferguson is a Job and Life Coach supporting spiritually awakened professionals to step through their fears and challenges to find greater harmony and joy. Visit www.lindajferguson to see videos and learn more about Linda’s work.
Linda’s first book, “Path for Greatness” is available as paperback and ebook from Amazon, and your local independent book store.
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