Three changes for the people you serve and three for those who support you.
This is my third attempt at this week’s letter to you. The first was written the day before the election. It took aim at political advertising, specifically the nearly $12 billion in spending. It’s hard not to think about how many problems that amount of funding could solve.
Once the votes were counted, I feared my thoughts might read as if I were unhappy with the outcome, which I am not. So, I pivoted to the behavioral science principles at play in political ads. Then it read like I thought most of the ads were smart, which I do not.
All of this made me realize what an overthinker I am. And for most of you, so is your audience. The behaviors we’re trying to change aren’t new ones. Neither are our approaches to address them.
Whatever the issue, the conversations we’re having, be they with the people we serve or with those funding our efforts, aren’t first acts. They are part of a sustained and largely unsuccessful dialogue. And we’ve ruminated over them, often counterproductively.
Now, I’m not suggesting that we throw in the towel; just the opposite. I was heartened to see The Chronicle’s headline: “Nonprofits look for a reset following the midterms.” That reset needs to include how we frame our issues and the strategies we use to solve them.
For those we are trying to help.
There is no reason your marketing and advertising shouldn’t be as compelling and distinctive as a top-tier for-profit brand. If your budget is limited, it’s even more important for your message to be sharp and memorable. Settling for dated clichés or sector sameness is wasting money because your message will be overlooked. Here are two things to avoid and one to aim for.
1 |
Stop trying to “educate” them.Their problems aren’t new. They’re the product of years of poor circumstances and difficult decisions. Your solution isn’t revelatory. They’ve thought about it and the barriers to getting there. Empathize, and explain how you can make the path more manageable. |
2 |
Stop the scare tactics.Nothing gets under my skin faster than “scared straight” advertising. No one thinks self-destructive behavior is free from consequences. Failing to recognize a bad decision isn’t the problem. We’re here to provide alternatives, not to shame and threaten. |
3 |
Start meeting them where they are.Acknowledge your audience’s efforts and obstacles. In every sector, from public health to environmental protection, no one wants to feel isolated. It takes trust to become an ally, and trust builds when you demonstrate understanding. |
For those whose support we seek.
If your organization had to retool due to lost federal grants, you’ve already had to make painful adjustments to your spending and operations. That reset likely included seeking more private funding. If we learned anything, it’s that diverse revenue sources are critical to stability. That means being more visible and having a resolute positioning in your sector or service area. Here are two more things to stop and one to prioritize.
1 |
Don’t look desperate.Two years of fear led many of you to take a dire posture when making your case for support. Authentic? Probably. But desperation should never drive external messaging. Donors must believe that you are strong and capable of success, even without their support. |
2 |
Stop being cheap.Bragging about your organization’s thrift isn’t attractive. Sure, no one wants to give to nonprofits that spend lavishly on nice-to-haves. At the same time, credible organizations operate with businesslike discipline. This means investing in infrastructure, human resources and marketing, not just core services. Funders want to see thoughtful approaches and proper support, not your overhead ratio. |
3 |
Build a dedicated working capital reserves fund.While focusing on annual fundraising goals and multi-year grants is understandable, it’s a mistake not to build a reserve. If you are newly lean, the urge to rebuild staff and scale before ensuring stability will be strong. Large organizations aren’t immune. Too many spend every dollar, measuring success by money raised and people served. Sustainability is the new success metric. |
Well, that’s my take after overthinking it. I’m grateful that our mindset has shifted to include not just resolve, but also hope. Philanthropy deserves both, and so do you.
Cheers,
Kevin
