Positive comments please..

I have just received the FRSB December e-newsletter reminding me that it is the time of the year for the 2012 annual complaints return.  I don't have any issue with this monitoring per se but the one thing it made me think was may be as an industry there should be a similar co-ordination of the positive feedback and comments that we as organisations receive from our supporters.  

In the same way that someone complaining can give a good indication of their commitment to you - particularly if they are an existing supporter, the same can be true of the nice comments. The congratulations for the lovely feedback or well done on doing something to raise x issue, or that is the best thing I have ever read - I am leaving you my house.  Okay - you get the idea.  But acknowledging that complaining takes effort, the same can be said of someone telling you that you are doing a good job - and I don't think that should be under estimated.

For me the obvious benefits of such an approach means:

• Automatically much focus on what you are doing well.  Which can be as useful in revising tactics or in informing a strategy as the less positive comments.

• Review of data capture. A possible revamp as to how such comments are recorded on your systems and databases.  From experience I know, unless you set it up, such positive comments may be not be selectable against individuals or even captured at all.  Where it seems that complaints always are.  This would change that.

• Organisational understanding. The organisation focuses on the good as well as the negative and if as fundraisers you have departments or other teams highlighting the negatives - then as an antidote you have some positives to share.  A way to possibly change how fundraising is viewed within.

• Opportunity to build relationships. In the same way that complaints should be seen as an opportunity - and indeed if handled well potentially a way to increase supporter loyalty.  The same can be said of positive comments. It is a perfect opportunity to build a dialogue with the person and share more or get them more involved.

So I think we should all focus on the positive as well as handling the complaints.  Even if this is out of the FRSB remit, it is useful to establish this yourselves with your supporter care teams. The process could completely change everyone's outlook.

Thanks as ever for stopping by.

Amanda

New year, new resolutions

For a gift, I was recently given this book. It was a fascinating read because to be honest when I think of Mother Teresa the word CEO is not the first thing that comes to mind. In truth she was a great business woman and in terms of what she achieved - taking a world-wide organisation through every phase of growth over 40 odd years, her accomplishment was quite something. 

Mother Teresa lived and led by several principles and because it will soon be the time of reflection and resolutions - these principles are definitely worth sharing.

1. Dream it simple, Say it strong - create a simple vision, communicate it clearly in words and actions. This could apply to a fundraising proposition or equally apply to how you choose to approach any objective.  More generally it could be your chosen modus operandi - but the idea of living your values is very inspiring.

2. To get to the angels, deal with the devil - this is about being clear on how you make decisions and how you evaluate them them against your own values.  We all have to compromise some times or make difficult decision, so it's about having a framework to deal with those decisions.

3. Choose your moment - I love this one, as it isn't about caution it is just about being ready and prepared, so get all your ducks in a row as the saying goes before you start.

4. Embrace the power of doubt - Again this is actually very positive. A need to apply some rigour in what you do and just constantly question what you are doing and ask if it can be done better.  Undoubtedly it can.

5. Discover the joy of discipline - take your work seriously but never yourself.

6. Communicate in a language people understand - this one really doesn't really need any explanation and applies equally to fundraising messaging as it does to how you interact with people day-to-day.  After all if people don't understand what you want or what you are asking for then how will you ever get it.

7. Pay attention to the janitor  - Obviously an American book by the term janitor but I think this is a really important point and one people can be very blinkered about.  Inspiration and insight can come from anywhere or anyone  and everyone has value so open your mind to it.

8. Use the power of silence - listen!  In a world of a lot of noise and in and industry of opinion and a lot of it, some times it is just wise to watch and listen and take away from all the noise what is useful to you.

I have of course paraphrased these principles and the book - but I found them refreshing and a nice check list going into the new year.  What you take from them is entirely up to you as with all things it is very much about interpretation.  But I hope you have found them interesting at the very least.

Wishing you all a very Happy New Year and thanks as ever for stopping by.

Need? Shall I just do it myself?

Recently, I attended the IOFs Fundraising session on unpopular causes and though I think 'unpopular' is possibly the wrong word, there were certainly some causes represented that you could fairly call 'niche'.

For me the session provided some interesting reminders and although directed at the 'unpopular' many were pertinent on a wider level - including the idea of 'keeping it simple'.

This refers to the message and the proposition of your organisation; you can't tell the whole story all at once and neither should you try.  Obvious stuff, as these things usually are, but it is amazing how often we can forget.

 A great example for me of an organisation that is really clear on what it is focusing on: the focus is prevention, the audience is Generation Y who are sick of family and friends dying from what is often a preventable disease and it has the fantastically unconventional if not direct name of Fu@K Cancer.  

Digging a bit more into how Fu@k Cancer came to be, here is this TEDx talk from the charity's inspirational founder, Yael Cohen.

The insight into her as someone affected by cancer and as a member of Generation Y was really fascinating (and warrants another post in its own right) - but what else was really interesting to me is what Yael's motivations to establish the organisation in the first place possibly suggests about how other such causes are relating to and empowering people to support them. 

Why do people feel the need to establish an organisation themselves rather than rely on already established charities to do their job? Are charities failing to show people that they are having an impact in what they were set up to do? Does it all feel too slow? Is this just applicable to Generation Y? Is there a real gap in the market?

This may be a little contentious and moving at a bit of a tangent but as I see more and more organisations set-up to do something that many others say they are already doing ......I can't help but wonder. 

What does this mean for how organisations are motivating the public? Okay so not everyone is like Yael and will establish a charity. But for those people who are affected by an issue your organisation is working on or who is a potential supporter - are we sending the message that we are doing a good job? Are we explicit about what we do and vitally what we are achieving? Are we showing our point of difference? Are we showing any need?

Or has the organisation become so concerned about being PC about their work, the beneficiaries and how they are viewed that the passion as to why the organisation was established in the first place is lost and thus has made them (appear) less effective?
Stephen pigeon recently highlighted some of the impact of this here. 

There is not a jot of science behind this but I asked a few people their views on the matter. One, a generous charitably minded person with a kind heart and a huge social conscience said of charities: 

"Many charities do not differentiate themselves well enough to encourage my specific support. It is oh that's just the same again. And then you have to ask what all of these charities have achieved on the issue.  You don't hear of many causes that have closed their doors because they have done what they have set out to do." - Janine Cusack, great human being.

Then I asked the founder of Awamu why she set-up a charitable enterprise: 

"There was a need which I couldn't afford to help myself. Because I wanted others to see how fantastic the people were, because I wanted to engage my friends in a way that would interest them and because I wanted to do something, more quickly than the slowness of a big organisation." - Emma Scullion, Inspirational founder of Awamu

At the end of the day it all comes down to need.  To see a need  and to feel able to do something about it, a need to know that you are helping that need to be met.  A need to know you are making a difference.  Some of us can act upon that by setting up an organisation - but for most of us we need to know we are making a difference and thus that the organisation is actually achieving its mission - no matter how slow the progress.  And we certainly need to work harder in making sure that message comes across.

Charity sees the need and not the cause - German proverb.

Thanks as ever for stopping by and Merry Christmas :O)

What do you care..?

At the recent Institute of Fundraising Digital Conference 2012, I was struck by what was a totally media neutral thought 'Why should I care?'

What sparked this was an interesting story from Clive Sandle from a small Leeds based charity called Simon on the Streets   who is working hard to help the homeless people of Yorkshire.  They have executed some really interesting and impressive campaigns to raise awareness so do take the time to take a look at their story here.

Clive explained a conversation with a potential donor who asked him to 'tell me why I care' - the inference was of course that the person didn't care or understand why he should - but he was willing to be convinced.  And he was.

Why I liked it, is that it takes the concept of the elevator pitch to a different level. This was about another person asking not what your charity does - but why should they care about what it does and who it helps.  The answer to which relies on:

• Understanding who is asking - your audience

• Understanding their motivations for asking and also giving

• Understanding their value systems - they could have a predetermined view of the cause which in itself could be a barrier that needs to be overcome.

And requires from the charity an authentic, tailored, jargon free response.

So the next time someone asks you what x, y, or z does, instead of launching into your elevator pitch - look at them as an individual and ask yourself 'why should they care?'  And tell them.  I think looking at it in those terms could make what you say even more powerful. 

It could also be a useful point to consider in your creative briefs so as well as 'barriers to giving' maybe include 'why should they care?' as a heading - if it does nothing else, it will definitely focus the mind.

Thanks as ever for stopping by.

When personalisation is anything but...personal

Last week, I came home to a hand-written card in beautiful bonded paper and hand stamped.  It looked like a wedding invitation.  I was very excited.  When I turned it over though it was branded Jo Malone. Okay, I thought - why is Jo Malone writing to me? I was intrigued....

Now I was going to scan the actual card in here - but as someone wrote the card and personally signed it - I feel it would be unfair to put that much scrutiny in their direction. However, this is what the card read:

Dear Ms A Santer

Thank you for visiting Jo Malone London.
I do hope you enjoyed your recent visit to our Jo Malone boutique.

I look forward to welcoming you back to discover the world of Jo Malone(TM)

Kind regards

Named person

My immediate reaction was 'Why?'  I say that as for me, despite the apparently personal nature of the letter, it actually felt anything but personal in the end.

1. Though the card consisted of just 7 lines of writing - Jo Malone featured in 3 of them.  On top of having the branded paper as well, it felt like a sales pitch and almost a minor brain washing exercise. 
2. There was no real reason for the communication.  Don't get me wrong - there was a thank you at the top - but it felt secondary to brand promotion. For me, personalisation would have been better utilised had it asked me whether I was enjoying the cologne that I had recently purchased or had referred to an event or something coming up that may have been of interest.  It seemed pointless and thus not genuine.

Now, as fundraisers, it is vital that we find that personal touch when it comes to communicating to our supporters.  The little nuances that let people who support our cause know that they are valued. That they are more than a unique reference number, that let them know that we know something about them and that we care and value their commitment to us.

As such personalisation is nothing new and is increasingly part of communications plans and creative approaches.  However, a cautionary point. There are times when that personal touch can feel any thing but - and it is wise to remember that the next time you are paying for hand writing or hand stamping because what you are saying and why you are saying it, is still more important than the mode of delivery. So don't do it for the sake of it and don't fake it either.

To me, the best communications deliver ROI - that is Relevance, Originality and Impact. Relevant to the person they are meant for, Original in that they tell the supporter something new, or indeed how they are making a difference and Impact, because if the other two are right then the communication will have stood out amongst some of the more generic, less well thought out pieces they will probably have received that day or week.

I know this may sound harsh.  But in this case, my disappointment is greater because I actually like Jo Malone products.  I often buy their products as gifts and for me personally and as a result I have an impression of them.  This approach goes against this.  To me, they are more than just lovely packaging.  But on this occasion, that was not the case. So beware.

Thanks as ever for stopping by.

It's not about the difficulty it's about the execution at the end of the day.

The Olympics have been wonderful.  And I am not sure where I will gain my daily 'hit' of euphoria once the Olympics and the Paralympics leave our shores for good. It has truly been a time of memorable moments, outstanding performances and history being made daily.  With that has come many tears and blubbage (even had its own #) if the twitterverse is anything to go by. Oh if we could bottle that!

But to me one of the most memorable moments, for a number of reasons was this. Heartbreaking due to the injustice almost of the decision and inspiring due to the absolute professionalism and true gentleman like behaviour of Louis Smith in the face of such a cruel application of the rule book.

But the reason why it was memorable was how the 'winner' was decided - the decision came down to the marks on execution.  The difficulty rating of Smith's spectacular pommel routine was higher - and the overall score was equal with Krisztian Berki's but he executed his routine better according to the judges and the gold medal was lost in that moment.

Is it fair? Who can say. But despite my odd soggy eye in response to the amazing Olympic achievements of TeamGB, up to that point I had not really shed tears - for Louis Smith I did - it was a cruel way to lose a gold medal and I was gutted for him.

My reason for raising it here is as a simple reminder.  That though there is much debate over who invented or first used what fundraising technique in the sector (though I appreciate for the people who know they did - this isn't a debate), or who even 'copied' an idea - the fact is that those that executed the techniques and ideas the best and continue to, are the ones remembered or associated with them the most positively - not those that necessarily faced the difficulty of trying something new and different but who may have let themselves down on the final delivery.

And though it is hopefully stating the bleeding obvious, when it comes to your next fundraising project or idea - just bear this in mind. Allow ample time to implement and execute it properly and ensure that the materials, systems and processes required to support it internally and externally are there.  If you don't have to compromise the quality to achieve the deadline - then you are half way there. If you don't, someone could swoop in, take your idea and then do the whole thing better than you.

After all often it will be your supporters or potential supporters that will be judging what you do - and they could well be your harshest critics.

Thanks as ever for stopping by.

Are you investing in emotional engagement?

I read last week in one of those in flight magazines that the longer you have been in a relationship with someone the less time you are likely to invest in giving a massage. Essentially effort and time put in diminishes. 

Okay, so I appreciate that this is a little bit of an odd introduction but it made me think as fundraisers  how much thought and effort we put into looking after our longer-term supporters compared to the newly recruited, possibly fragile and attrition prone new ones?  

A couple of things though:  I am not saying that the focus on new recruits is not required - it is. And depending on the mix of channels, the retention strategy at point of recruitment is critical.  Also, regards the longer-term supporter.  It could be inferred that as they are still with you after 5, 10, 15 years - that you aren't doing too badly.

However, my point really is about keeping your eye on the overall. The longer-term supporters may be doing OK thank you very much - but could you be doing more to build a greater, more meaningful relationship with them?  And likewise do you understand what is actually being lost when a longer-term supporter decides to leave you?  That's why I am a big advocate of looking at attrition in actual numbers of donors leaving not just the percentage.

From experience, I know that though a retention rate amongst a group of supporters may be solid and strong and they may well keep giving month on month when it comes to recommending the cause to others or doing more they are less likely to and possibly as easily will be able to find a reason to stop supporting you.

You could ask that with a solid and seemingly solid base of income - do we need to worry.  I would say, potentially yes.  If the answer to the question 'Are you investing in building emotional loyalty?' is NO.

Other than reviewing people's immediate response to our communications - and I am sure many a (rash?) culling of house files have taken place because of it - we have little way of determining what supporters think unless we ask them.  Engage with them. Connect with them and that requires time and effort and a focus in your communications and on-going narrative.

There is a lovely piece on fundraising advice from Snoopy - and a lovely point about an appeal being "nothing but a love letter to the prospect". But the challenge is that a love letter is only effective if the recipient can be bothered to read it or wants to, or has a spark of interest in starting or continuing a relationship with you.  Someone asking you out who you don't fancy in return is actually quite a turn-off.  Or someone being impertinent  enough to assume you want the sonnets of Shakespeare quoted to you when you would rather be watching the Olympics again will not necessarily help the cause.  The work must go into ensuring that those supporter relationships don't get to that point where the romance has gone.

In short - we can't take our long standing supporters for granted. They may require little 'massaging' or may not want it at all - but ask them, speak to them along the way, acknowledge their support and make sure you put in the effort that they deserve and want.


Thanks as ever for stopping by.