Tag Archives: Alice Hendricks

Nonprofit Radio for July 17, 2023: Communications & Development Teams Working Better Together

 

Misty McLaughlin & Alice HendricksCommunications & Development Teams Working Better Together

Misty McLaughlin and Alice Hendricks close our 2023 Nonprofit Technology Conference coverage, as they reveal how these two teams can avoid the common conflicts and tensions, to come together collaboratively. They’re the principals and founders of Cause Craft Consulting.

 

 

 

 

 

Listen to the podcast

Get Nonprofit Radio insider alerts!

I love our sponsor!

Donorbox: Powerful fundraising features made refreshingly easy.

 

Apple Podcast button

 

 

 

We’re the #1 Podcast for Nonprofits, With 13,000+ Weekly Listeners

Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.
View Full Transcript

Transcript for 649_tony_martignetti_nonprofit_radio_20230717.mp3

Processed on: 2023-07-14T17:51:38.366Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2023…07…649_tony_martignetti_nonprofit_radio_20230717.mp3.293455570.json
Path to text: transcripts/2023/07/649_tony_martignetti_nonprofit_radio_20230717.txt

[00:00:34.85] spk_0:
And welcome to tony-martignetti non profit radio, big non profit ideas for the other 95%. I’m your aptly named host of your favorite abdominal podcast. Oh, I’m glad you’re with us. I’d suffer the embarrassment of mono aphasia if you uttered the word fail because you missed this week’s show. Here’s Kate, our new associate producer just promoted from announcer with highlights of this week’s show, Kate. Congratulations on your promotion.

[00:01:13.64] spk_1:
Thank you, Tony. I’m happy to be here and now communications and development teams working better together. Misty mclaughlin and Alice Hendricks close our 2023 nonprofit technology conference coverage as they reveal how these two teams can avoid the common conflicts and tensions to come together collaboratively. They’re the principals and founders of cause craft consulting on Tony’s take two.

[00:01:15.88] spk_0:
I finally have someone to blame.

[00:01:20.84] spk_1:
We’re sponsored by Donor box with intuitive fundraising software from donor box. Your donors give four times faster helping you help others. Donor box dot org.

[00:01:34.89] spk_2:
Welcome to tony-martignetti non profit radio coverage of 23 NTC 2023 nonprofit technology conference in Denver, Colorado, where we

[00:01:49.07] spk_0:
are sponsored by Heller consulting, technology

[00:01:50.04] spk_2:
strategy and implementation for nonprofits with me now at the, at the conference are Misty mclaughlin and Alice Hendricks. They are both principles and co founders of cause craft consulting, Misty. Welcome back.

[00:02:08.19] spk_3:
Welcome to non profit

[00:02:09.04] spk_4:
radio.

[00:02:10.13] spk_2:
Pleasure to have you both co founders, the

[00:02:11.96] spk_3:
principles. Thank

[00:02:18.51] spk_2:
you. Your session is communications and development team working better together. Alright, Alice, since you’re the first time non profit radio, why don’t you give us an overview of what’s, what’s out there between these two teams and why this is important,

[00:02:47.95] spk_4:
you know, tony, it’s a really important topic because over the 20 years that I’ve been in the sector working on both development and communications teams projects from a technology perspective, we’ve noticed that there’s often inherent conflict between those two teams primarily because their mission are very different. Development departments need to raise the money, communications departments need to get the word out and so nobody is doing anything wrong. They’re all living their jobs in the right way, doing the right thing. However, because of the inherent conflict, friction occurs between people and teams often don’t get along. They fight over resources, they don’t have good processes and that can lead to a feeling of discord between staff and organizations.

[00:03:17.40] spk_2:
Interesting. Okay, I, I was very interested to read this uh because I’ve not, I’ve not seen this but I’ve been a consultant for so many years. Um you know, I could see why I wouldn’t, I wouldn’t know about it. I do plan giving consulting. So that’s a narrow niche within one of the two silos we’re talking about, well, hopefully not silos within one of the two teams that we’re talking about, you know, in development. Um So, yeah, I’m not aware of that, Misty, how does this conflict sometimes play

[00:04:06.19] spk_3:
out? Well, Tony, that’s a great question. So, um we have been seeing it for years but then we saw an article a few years ago in the Chronicle of Philanthropy kind of talking about what the implications of this phenomenon are because it is kind of, I think it’s reasonably well acknowledged that this happens sometimes to the point that those two teams don’t work together at all. And so you have kind of two separate pieces and they just decided we’re not going to work together. And then there are times that it’s actually a

[00:04:12.09] spk_2:
disaster. We can’t raise money if we can’t get the message

[00:04:25.54] spk_3:
out. Exactly. And we can’t, and we can’t get the message out if we don’t have that kind of core audience on board. Right? I mean, fundraising represents a significant audience of importance for the organization. So the Chronicle of Philanthropy did a piece about this and then we just continued to see it, continue to see it, see it play out in all these ways. And we decided to do some research about this. So our session is actually kind of presenting some of the results of that research. We heard from 85 organizations about what this looks like in their organizations and how it plays out from, I would say dynamics that are mildly ineffective and involve some minor friction to complete breakdowns.

[00:04:50.06] spk_2:
We’re not talking to each other. We’re not, we’re not going to send your messages or we’re not going to support your message. Support your messaging.

[00:05:14.57] spk_3:
Exactly. Or we’re going to circumvent the approval process and we’re just gonna send something out before you can stop us. And if it contradicts the mission or it contradicts, for example, like a shared messaging hierarchy. Oh, well, as long as I got my message to my audience and it happens on both sides, it’s no one’s at fault. I mean, people really in general, people aren’t devious, they want to work together. They sometimes just can’t figure out exactly how to make that happen. Um And then, you know, often what is just a kind of personal conflict blows up to be something happening more at a team level or more at the departmental level, leaders have a huge role to play in this. And if two leaders between those two departments don’t get along, it’s difficult for staff to kind of figure out how to navigate the

[00:05:39.74] spk_2:
President’s or something. Exactly. Um Is there uh do either of you have, well, you work, you work in the same company, you know, all the same, you have the same clients? I mean, is there a, I don’t mean to focus on the inflammatory. But is there, is there like a story of conflict, maybe, maybe like a good story of conflict and then later on, we could tell the epilogue where it came out, came out. Well, after cause craft consulting intervened. Is there a story like that?

[00:07:14.95] spk_4:
Yeah, I mean, I think there’s lots of stories like that. What we see often dynamics that happen because of this is delayed getting emails out the door or vetting process is just it’s going to take me four days to get back to you to approve the content or choose the photo or complaints about just the lack of collaborative working together. We also often see the leaders might not get along of these two departments, but staff themselves develop and forged relationships of trust amongst each other, which is great. You really want to have good, strong personal 1 to 1 relationships. In fact, in our research results, one of the ways that we saw people who responded, that mitigate the fact that the teams themselves weren’t getting along is that just they made friends with someone on the other team so that they needed a file update or some piece of collateral, they would ask their friend, which is wonderful because you have a trusted friend. But for us as process design consultants, we see that as a dysfunction, we see that as a lack of people really understanding what their role is, who’s supposed to be doing what, what lane they should stay in, what you can expect from someone and another team. So the really the solution to all of this is good, strong leadership, building trust and good process. So everyone is clear about what you’re supposed to do, what happens next and that helps mitigate the conflict. But yeah, I mean, it can be very hard to work in an organization where you don’t get along with others.

[00:08:56.77] spk_3:
One organization that we came across the international relief organization, so obviously a big part of their, their work is fundraising and engagement went in times of crisis, right. So rapid response, emergency response is huge for them. And it’s kind of the core source of their fundraising. Um the development department in the communications department sort of went through this period of years where they just couldn’t figure out how they were going to message in these moments and it would sort of be a simmering tension. Um And when it was a non conflict, exactly, it’s a core function of the organization. And so it would be a kind of a problem, but they would sort of come to some sort of agreement, but then a crisis would happen and they couldn’t get a message out the door in order to be able to fundraise around that message. And so they would miss the moment again and again and again, in these moments that they should have been coming together and pulling together as a team. So in that case, they brought us in to say, how can we get these two teams to work together? We want a message and comply completely different ways, particularly in these moments of crisis, we want to use the channels. So the digital channels, in particular, with this kind of hot spot of, well, who’s going to say one, an email and who gets to press the send button, who gets to have the final word on how we’re going to talk about this. Um And we went through a whole initiative to try and solve this and get them talking to each other. And it was a lot about getting them to use the same language and recognize each other’s expertise that they just come from different worlds. Somebody who responded to our survey said, communications is all about saying what the message that the organization needs to get out and development is all about trying to say what the donors want to hear. And those are just two completely different worldviews. And so when you can put those together and say, where’s the common ground in this? How can we represent our organizational priorities? And at the same time time, really translate that to words and language that really resonates with donors and causes them to act.

[00:09:47.72] spk_2:
Okay. So let’s start to get to some specifics that we can, we can recommend if you are uh suffering the symptoms that the two of you were talking about 55 minutes ago um disharmony and yeah, antagonism, frustration. All right. Um because we’re, we’re, we’re, yeah, we’re striving for harmony. We’re gonna leave disharmony behind and striving for harmony. Alright. Um you talk about a clear message prioritization, so deciding in advance, I guess this instead of me trying to guess Alice or Misty, you’re better. Alice is waving to Misty. So different

[00:10:11.08] spk_4:
in terms of doing a content strategy where it’s clear about what we’re trying to do and having things planned in advance. So we know what, how we will behave in any given situation. It’s governance, it’s a process governor project of understanding when this crisis is going to occur. If you’re an international relief organization and there’s a tsunami, what do you do having those plans already laid out? So it’s clear about what you’re supposed to do, what the other people on what other team is supposed to do. And that’s a process design. In our research we asked, is there any governance over the messaging? And most of the respondents said no, there might be some process or a shared calendar, but we really don’t have a way of knowing how to behave when something happens.

[00:10:40.61] spk_2:
Okay. What does this governance look like?

[00:11:39.72] spk_3:
That’s a great question. So governance can happen at a lot of a lot of different points in working together a lot of different points in that sort of relationship life cycle. So for example, when you have a project, making sure that if those teams are gonna be working together on, for example, a campaign or a long term body of work, or maybe there’s a new programmatic area that’s rolling out. You always start with a tool like a project charter or terms of reference as an international organizations, they call a charter terms of reference. Um But the idea is that you’re so together and you’re saying, okay, how are we going to talk about this? What is our organizational positioning, not just messaging but positioning? What is our relationship to this thing that’s happening part of the social problem? What’s our unique value proposition? And how are we comfortable talking about this as an organization? How are we not? That’s the content strategy piece that Alice was speaking to? What do we think the best channels to do that? And how when something happens around this, when there’s a big news event, when there’s something to respond to, how are are we going to work together? And that’s, you know, forever, how are we going to work together? But in this specific case, on this topic, how are we going to work

[00:11:46.52] spk_2:
together these workflows, workflow process? Exactly. All shared and agreed in

[00:12:32.68] spk_3:
advance. Exactly. And that everybody on the team knows, right. It’s not just an agreement that two leaders make everybody, individual contributors need to understand what they’re supposed to do. How do they feed into the system overall? So that they’re working hand in hand together. And a lot of the time, there are certain teams, for example, digital teams, they are forced to operate between communications and fundraising wherever they sit there, controlling channels that all these different parts of the organization need to use a lot of the time. That’s a starting place for forming some shared working agreements or some principles that are used in moments like this. There are a lot of other tools to. So for example, she calendars so that there is one shared view of every external communication that’s happening, whether it’s a fundraising ask or it’s a media piece coming out or it’s some sort of campaign, broad marketing campaign that there is one shared view and everyone gets a view of the whole of what the audience is seeing instead of a kind of micro departmental specific view,

[00:13:00.50] spk_2:
other other other processes that you can share that. Yeah.

[00:13:24.31] spk_3:
Yeah. So we have a whole list in our presentation of hard tools and I would say something like the calendar and the workflows, those are hard tools. Um There are also soft tools and I will just say for fairness purposes, these soft tools like work in any two departments that are having a breakdown. We were here two years ago where we were online two years ago at NTC talking about fundraising and it teams and frictions between those teams. There are lots of places, obviously, it’s not just limited to development and communications. But some examples of some of the soft tools would be um you know, doing shared planning activities. So doing your annual annual plans together, not doing separate departmental plans but saying, what do we want to accomplish this year? What does that look like?

[00:13:48.11] spk_2:
It’s an outside consultant? So what do I know from collaborative calendars? I thought, I thought this especially communications and fundraising. I would have thought that this was all happening.

[00:15:03.09] spk_4:
Think about even pre internet fundraising departments were doing plan giving major gifts and direct mail and they were doing their own thing and direct mail is kind of its own bespoke thing. It’s still kind of done the same way. It was about 25 30 years ago, right? When you enter, when all of a sudden digital happened, everyone, the the email list is really a file of all the supporters. Communications often feels like there’s an audience about just awareness and brand engagement and marketing and all I want to do is engage those supporters in that way. Development looks at that list and says these are prospects or they’re already donors that I need to feed and nurture. And so part of it was the shared technology often created the conflict around who’s list is who’s who gets to message to who about what message, right? So what is the content of the message that’s a fundraising message versus a educational message or what the organization is? Doing the part of that has been, I think that most of the conflicts are around ownership of the odd, they believe they have different audiences. But supporters of an organization don’t have a hat on and say, I’m a donor or another hat on and say, oh, I’m interested in this content. That’s not how it really works. But that shift is slowly happening and we’re seeing more collaboration around that because of the proliferation of channels that everyone is engaging on social email.

[00:15:52.01] spk_2:
What’s your advice around who should be in these conversations were doing the annual calendar? Is it I imagine it’s not only the two heads of the of each team, but how deep do we go to every, all the members of each, both teams? I mean, our listeners are small and midsize nonprofits. So we’re not talking about 25 person fundraising or communicate, but still there could be six or eight people on each or even combined. What’s your advice around? Who

[00:16:40.93] spk_4:
does this planning? Transparency is super important especially to employees now, you know, where we live in an age where feeling aligned with the mission and your work and coming to work and really having a good experience at work is very helpful. So our advice is usually be as inclusive as possible with everyone who can participate in a planning exercise. Bring them in because you know, we live in an age where people are quitting and quiet, quitting and if you live, if you are working in an environment where there’s tension with other teams, that’s a good sign. That’s a problem. I mean, it might be a retention issue there for organizations. So when you do strategic planning together or redesigning a process or anything that will enable a change to happen, it’s, it’s best to be as inclusive as possible.

[00:16:45.92] spk_2:
Or, or if everyone is not included in the actual meeting, then bringing it back to your team incrementally. It’s not like it’s all going to be decided in a 90 minute meeting, bring it back feedback, representing that feedback to the, to the working group or the

[00:17:01.53] spk_4:
collaboration.

[00:17:10.59] spk_2:
Okay. Okay. Um Anything else we should be talking about work processes planning besides, well, you were starting to talk about soft, you didn’t, you didn’t, you didn’t really flesh out. We got digressed, digressed you into more discussion of the hard tools, lackluster, you’re suffering a lackluster host.

[00:18:53.56] spk_3:
There’s a lot, there’s a lot and this is I think where I was going with that was to say these are tools that work in other breakdowns, they work in any breakdown in the human system. But for example, saying we’re taking the whole team away twice a year for one day or two days. And that means development and communications. That might also be a marketing group that might also be a digital team or it might be sub working groups, but we’re going to do these two day intensive retreats where we really try and understand each other’s expertise and map solutions together and those could be processed solutions or that could be campaign planning. It could be anything, it could be exploring new audience opportunities um There and there’s all of the piece we’ve just heard so many clients say this year, you know, this wasn’t working well before the pandemic, but now we’re just broke down by the side of the road. Our ropes have frayed between these two teams and even within our own teams, we’ve on boarded new staff, they’ve never met each other. And so what is it that we’re going to do? So understanding, for example, when you need to pick up the phone, when email is not enough, our slack is not enough, texting is not enough. We need to actually pick up the phone and work together in a human way towards a solution. Um That, that those kinds of pieces as obvious as it sounds, they’re not pieces that people have necessarily incorporated into their ways of working, particularly younger staff. So understanding that there’s a whole range of those kind of tools that you can use um and sort of working norms that you can establish with those teams if you were a leader or even just a manager of a small team. I think one of the most interesting things we found in this survey is that this tends to be less of a problem at small organizations, particularly when you have like a one person development and communications team, you have to work together. You don’t have a choice. This is a problem that happens often with growth and scaling that relationships that once worked. It’s just harder to figure out how to do that. The more humans you have in the

[00:19:17.28] spk_2:
mix retreats. Plus there’s social time built in. What about? It cannot be a soft tulle, just social time that we’re not doing any planning. But we’re doing, I don’t know, you know, one of the mystery, one of the mystery places, solve the murder mystery places or, you know, whatever or just drinks a game room. Yeah. Yeah. Right. Just get to know each other outside our, our marketing and communicate.

[00:20:04.70] spk_3:
This can be very social. But the idea of like after we do something, we have to do some retrospection together, I think that often gets lost in these teams because people are moving so fast, you move from one campaign to the next campaign to the next ask. And now so many teams have the data to sit down together after doing something, even something that maybe didn’t go very well and saying, well, what worked here? Is there something we can learn together and kind of using the data is a way to have an independent objective view. You can all analyze together and say, what does this mean for the future? How do we do it? And you can do those in a fun social way. It doesn’t have to be a boring, sort of like. Now we’re going to do a postmortem and we’re all going to look at it. You can, you can sort of make this a part of the way that you work together.

[00:21:13.56] spk_1:
It’s time for a break. Donor box. It’s the fundraising engine of choice for 50,000 organizations from 96 countries. They’ve got something new. Now, you can accept cashless donations anytime and anywhere with donor box live kiosk, turn your ipad or Android tablet into a kiosk to boost in person giving. And with their new additions to donor box events, you can sell tickets in 43 currencies and ask buyers to cover fees. Put these two together and you’re in person events will take off donor box helping you help others. Donor box dot org. It’s time for Tony’s take two.

[00:21:16.08] spk_0:
Thank you, Kate. How, how are you?

[00:21:18.85] spk_1:
I’m doing well. How are

[00:22:58.51] spk_0:
you? Uh, I’m great. I’m great. I’m glad you’re with us. And, uh, and congratulations again on your promotion. That’s so, that’s Kate. She’s not an intern. She’s our associate producer, but I have someone I can blame. Now, I’ve been saying for years, where’s the intern? Yeah, I wish I had an intern every time I make a mistake who would say who writes this crappy copy? I wish I had an intern to blame. Well, I don’t have an intern but I have an associate producer now, I have an associate producer that I can blame. It’s beautiful. So, any flubs? Well, I’ll just leave them at flubs. I won’t go more, uh, I won’t be more extreme with another F word with any, with any, with any flubs. I’ve got an associate producer that is now going to be responsible. I’m thinking this, this is today’s news. I’m just thinking, I’m glad that Kate is not a member of Sag after yet. Otherwise I would have lost her. She’d be, be on the line so we wouldn’t have her but not a member yet. It’s relieving. It’s sort of, there’s a burden lifted from my shoulders that I no longer have to bear the responsibility of my own mistakes. That’s the beauty of it. I don’t have to be responsible for my own flubs any, any longer. Very relieving. That is Tony’s take two.

[00:23:20.68] spk_1:
Not what I was expecting and I’m not sure what I’ve gotten myself into here but whatever we’ve got just about a butt load more time now. Back to communications and development. Teens working better together. Hmm.

[00:23:23.89] spk_2:
Where else should we go with the topic? We still have some time together. You know, we haven’t

[00:25:24.42] spk_4:
talked about yet when you, if there’s something broken that needs, that needs healing, you know, you think about these conflicts in any, whether it’s between communications and development, between it and development, any kind of processes that are broken and cause frustration and friction within teams. It’s useful to have another event happening and that needs change and then you can overlay process improvement during another change. So a good example that we often find is that if someone is migrating from one software tool to another, it’s a great opportunity because people are going to use a different technology when they come to work every day. The common thing between development departments and communications departments is that they all use digital tools. They use CRM S, they use email marketing tools, they are always tied to technology. And so if the technology is changing, it’s a great opportunity to think about what role do we need doing? What activity in this tool? And then you can take that one step further and say, how should all these roles work together? What’s the workflow? What’s the process here? Who’s supposed to be doing what and what you find in a lot of organizations is there’s a often individuals that they’re just willing to learn everything. So they’ll take on any project and they can use the tools really easily and they end up doing more than their job description, then you have others who just really don’t, don’t have their role clear about what they’re supposed to be doing. So you have an opportunity in something as, as something like a CRM migration. You can also take a look at the staffing and the staffing structure and the processes and improve some of these frictions almost under the guise of as we go through this technology migration. Let’s take a look at how we’re actually doing our work and that’s useful because sometimes new technology has different features. So you need a skill set of a subject matter, expert in a purse skill. How did that person fit in? Which means how to other people’s jobs change. So if you look at the human component around technology

[00:25:40.50] spk_2:
and sometimes technology is not the sole solution, the people in the processes could very well be contributing to the to the problem that we’re looking for the tech to solve.

[00:26:22.77] spk_4:
Usually the text, I would say almost all the time when we hear about a technology problem, the technology is working as intended. It’s a people and process and workflow problem. Sometimes tools are older and they need to be renovated or an organization has developed a new strategy, an organization that mostly does touch engagement or gets corporate gift or grants wants to start a mass marketing program. They need technology that can better accommodate those different strategies. Those are all opportunities to stop and look at process. How are we looking, how are we working together? What organizational structure do we have? Is everybody is or do we have all the right roles in our team? And it’s a great opportunity, we find that a lot of the time we do a lot of change management and process design around the human component of the technology and it really has nothing to do with the tech itself.

[00:26:34.31] spk_2:
Is there another example, Alice that you can share around an event that merits this this kind of attention and planning and introspect. Really, it’s introspection, I think its organizational introspection, something else non tech

[00:27:33.47] spk_4:
oftentimes a new leader will come in so a new leader can come in and have a new idea or a new program. Like the example of now we’re going to start doing a new strategy. So any type of external force of change, if there’s a moment of critical change, that requires the opportunity to take a step back and look at how things are working. You’re absolutely right. It takes a very self actualized executive director to say here, I’m getting complaints from my development director and complaints from my communications director. I need to bring in an outside consultant and figure out a better process so people can work together. That doesn’t often happen. Usually there’s some other pressing external event like a new person comes in, who’s a leader, a new development director and director and executive director who says, wait a minute, this doesn’t seem right. Why are people complaining and not getting along? Let’s take a look at that or it’s a technology thing. It’s like our tools aren’t working together.

[00:27:58.51] spk_2:
Okay. That was a good example. Thank you. Alright, cool. I’ll put you on the spot. Thank you. All right now. You’re cause craft consulting, you’re not flustered. I, I put you on the spot and you rose to the moment. Of course. What is no surprise, surprise? Yeah, that’s right. All right. Um We still have some time if there’s other stuff you want to, we talked through your three learning objectives, stated, learning objectives for the, for the session. But what else, what else you’re gonna share with folks that we haven’t talked about? Maybe we

[00:28:11.46] spk_3:
could talk a little bit about our survey results. Um I think we learned some

[00:28:14.54] spk_2:
more motivation type. Okay.

[00:28:57.93] spk_3:
Well, one of the things we asked about values beyond motivation, beyond motivation. Uh the subject of structure because we were, we were curious about and we have observed a lot. It’s not a perfect structure that perfect organizational way of structuring this work of these teams that works well every time. But what we really noticed is there are big differences in the way that these breakdowns happen that are a result of structure. So when you have a development in the communications team and one department, it’s not that that’s a perfect structure. It’s just harder to have a lot of conflict where people don’t work together, right? But as an organization grows, you tend to have two separate functions, people specialize and they pull apart. That’s one moment where a lot of conflicts can happen. Um where digital lives in an organization that’s a big differentiator in terms of. So if digital lives in communications. Sometimes there’s a real breakdown between development and calms. Digital are the ambassadors that go back and forth and the emissaries between those teams and are the ones that are trying to connect the ropes. Even when those

[00:29:17.95] spk_2:
earlier you said something similar. Yeah,

[00:29:27.92] spk_4:
they have to be the mitigators, you know, they have to, they’re getting the pressure from both sides and they actually have to serve both departments. So oftentimes the attitude and approach the digital team can be one of either exacerbating conflict or bringing people together.

[00:29:32.93] spk_2:
What about the existence or not? Of the same leader over two different teams. So, but they’re not the same team, they’re two separate teams but same director or vice president. Does that, does that make a difference in terms of likelihood or not of conflict? That’s a good

[00:29:57.92] spk_3:
question. I would say it depends sometimes that leader themselves really has a career that aligns with one function or another. We’ve seen, I have an exam recently, the department that its development in communications, but the leader is really a long term career fundraiser and communications. A little left out. It’s like kind of a child that has the parent that’s really aligned with the other child. So if you have a strong leader who equally invested in both sides and really thinks from the perspective of both sides that actually can work very well as a structure, we’ve seen a lot of that

[00:30:28.41] spk_2:
interesting because they come from a background of one of the other. So they’re going to be much more fluent with one function.

[00:30:51.56] spk_3:
Exactly. As something else we saw that I thought was really fascinating. Is we asked how many of these organizations have a dedicated marketing or engagement team that’s not exactly calm and it’s not exactly development. It’s a marketing function and a huge portion. I think almost 70% said that they have marketing teams when we would have these conversations 10 years ago. Marketing, it’s still a very dirty word in organizations. If you said marketing people would say, well, I’m a nonprofit. We don’t do marketing that’s changed hugely railed

[00:31:14.88] spk_2:
against that, but I always bristled against that, but it has changed, it has changed marketing and promotion. Now we talk about promotion. Promotion used to be sales promotion, like selling lay’s potato chips at a point of sale, you know, in a supermarket that was sales promotion. Uh You know, we’ve, we’ve there are things we can learn from the for profit sector, right? Everything corporate is not dirty. Exactly and marketing and promotion, I think are

[00:31:41.11] spk_3:
examples and marketing. A lot of those teams see themselves as engagement functions as thinking across all the ways that an organization might engage and thinking about the full funnel, the kind of full end to end relationship even for non donors, like volunteers, activists. Um lots of other folks, service recipients even, how do they play into the way the organization needs to be engaging them. Well, the

[00:32:46.09] spk_4:
for profit world has kind of nailed this with the idea of customer experience management. Now you have big companies that have CX. So when you think about the donor experience or the supporter experience, thinking about it, from that perspective, it’s about the curation of an entire holistic experience. The for profit world has nailed that when you, it’s, it’s important to actually for all of the teams to consider their audience as one audience. And how do we, what do we want that experience of our audience to be? And that like I said before, you don’t put your hat on as a donor and a hat on to someone else. So thinking from all of the new knowledge we have from customer experience management, applying that to how we’re going to engage our supporters. We have seen organizations combine their development and communications teams like you said before into a public engagement, um External affairs, other names of teams that have a single leader, the benefit of that is also there’s a single source of making a decision or setting priorities, which is really helpful to have right now, the teams have competing priorities and there’s no arbitrator besides maybe the executive director or the executive committee to say yes, we’re going to focus on this and we’re not going to focus on that. We talked

[00:33:07.22] spk_2:
about message prioritization, okay. Right. Single single decision maker. Alright. Anything you want to leave us with, I let Alice open. So Mr, you want to leave us with something harmonious and uplifting, empowering

[00:33:17.27] spk_4:
the harmonious and uplifting, encouraging,

[00:33:19.09] spk_2:
encouraging, and empowering.

[00:33:57.97] spk_3:
Well, one of the things that gave me great relief in analyzing the survey results was to realize that I think most people know that these two teams actually have more in common than many of the other teams in the organ. There are some natural points of harmony built in. They both really care about results and outcomes. They are very focused on reaching audiences. They think from outside in and not just an inside out perspective. And by that, I mean, they think about these audiences and what do these audience needs. They’re curious about how to reach them, they want to message right and represent the organization, well, they want to get it right. And they see themselves as bro the work of the organization to the world at large, making it relevant and meaningful. So there’s a ton of common ground. I think that just gets obscured a lot of the time by these persistent thorny dynamics. And when you can help people to see the common ground, people are relieved and excited to work together almost universally. We’ve seen that over and over again. The will is there people just sort of need to be given permission and shown the way

[00:34:26.58] spk_2:
Mr mclaughlin Alice Hendricks, both principles and co founders of cars, craft consulting. Thank you very much. Thank you. Thank you, Mr. Thank you Alice and thank you for being with nonprofit radio coverage of 23 nt. See where we are not sponsored by lay’s potato chips. Even though I gave them a shout out, we are sponsored, in fact by Heller consulting, technology strategy and implementation for nonprofits. Thanks for being with us

[00:35:02.90] spk_1:
next week giving circles with the woman who popularized them. Sarah Llewellyn. If you missed any part of this week’s show,

[00:35:06.21] spk_0:
I beseech you find it at tony-martignetti dot com.

[00:35:25.10] spk_1:
We’re sponsored by Donor Box with intuitive fundraising software from donor box. Your donors give four times faster helping you help others. Donor box dot org. Our creative producer is Claire Meyerhoff. I’m your associate producer, Kate martignetti. This show, social media is by Susan Chavez, Mark Silverman is our web guy and this music is by Scott Stein.

[00:35:51.75] spk_0:
Thank you for that affirmation, Scotty be with us next week for nonprofit radio. Big non profit ideas for the other 95% go out and be great.

Nonprofit Radio for April 24, 2020: 5 Questions & Working Virtually

I love our sponsors!

WegnerCPAs. Guiding you. Beyond the numbers.

Cougar Mountain Software: Denali Fund is their complete accounting solution, made for nonprofits. Claim your free 60-day trial.

Turn Two Communications: PR and content for nonprofits. Your story is our mission.

Get Nonprofit Radio insider alerts!

Listen Live or Archive:

My Guests:

Heather Yandow: 5 Questions

Heather Yandow’s article is “ 5 Questions to Answer Before You Call a Consultant,” and she’ll help you avoid making a costly mistake. She’s founder of Nonprofit.ist.

 

 

 

Heather Martin & Alice Hendricks: Working Virtually

We talk through the issues encountered when managing remote staff: technological; generational; emotional; measurement; recruiting and retaining. Our panel is Heather Martin from Interfaith Family and Alice Hendricks with Jackson River. (Originally aired 11/2/18)

 

 

Top Trends. Sound Advice. Lively Conversation.

Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.

Get Nonprofit Radio insider alerts!

Sponsored by:

Cougar Mountain Software logo
View Full Transcript
Transcript for 486_tony_martignetti_nonprofit_radio_20200424.mp3

Processed on: 2020-04-24T19:26:17.795Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2020…04…486_tony_martignetti_nonprofit_radio_20200424.mp3.69530089.json
Path to text: transcripts/2020/04/486_tony_martignetti_nonprofit_radio_20200424.txt

[00:00:14.04] spk_2:
Hello and welcome

[00:02:14.31] spk_3:
to tony-martignetti non profit radio big non profit ideas for the other 95%. I’m your aptly named host. Oh, I’m glad you’re with me. I’d come down with hydrogen itis if you made me sweat with the idea that you missed today’s show. Five questions Heather Yan does article is five questions to answer before you call a consultant, and she’ll help you avoid making a costly mistake. She’s founder of non profit IST and working Virtually. We talked through the issues encountered when managing remote staff. Technological, generational, emotional measurement, recruiting and retaining. Our panel is Heather Martin from Interfaith Family and Alice Hendricks with Jackson River that originally aired November 2nd 2018. Tony Take to Our Innovators Siri’s were sponsored by wegner-C.P.As, guiding you beyond the numbers wegner-C.P.As dot com by Cougar Mountain Software Denali Fund. Is there complete accounting solution made for nonprofits tony-dot-M.A.-slash-Pursuant Mountain for a free 60 day trial and by turned to communications, PR and content for non profits, Your story is their mission. Turn hyphen two dot ceo. It’s a pleasure to welcome have a Ando to the show. She is founder of non profit ist an online resource that helps payer nonprofits with the right consultants. She’s also a lead consultant at Third Space Studio, where she helps with Strategic Planning Board and leadership development and going from Good to great. Previously she was director of development and communications with the North Carolina Conservation Network. Her consultancy is at third space studio dot com, and non profit ist is at non profit dot i s t Welcome to the show. Had the Endo thanks

[00:02:14.64] spk_5:
so much for having me. I’m glad to be here.

[00:02:21.29] spk_3:
Thank you. It’s a pleasure. Thank you. You’re welcome. You’re welcome. So you work. You are a consultant. Um, I can I guess, that people have made mistakes in,

[00:02:31.59] spk_4:
I don’t know, maybe made mistakes by hiring. You know, that’s not that’s not what I want to say. Scratch that. Scratch the the the opening clause of that sentence. But

[00:02:42.27] spk_3:
people can make mistakes in their consultant hiring. If they’re not thinking ahead.

[00:02:50.04] spk_5:
That’s absolutely right. Make really costly mistakes. And they can waste a lot of time, their time and consultant time by not really having your questions answered before they go into it.

[00:03:01.18] spk_4:
Okay. Have you been in a situation where you didn’t you felt that the organization had not thought through enough what they really wanted, and it it wasn’t the right time to hire you.

[00:03:33.12] spk_5:
Absolutely. What? What I see are a couple of different problems that are reflected in these questions Wound that I see all the time and others might see. This, too, is, but people come without a clear understanding of how much they have to budget for some kind of engagement with a consultant. So we’re talking about a project, and that project could be anywhere from five hours of my time to 25 hours of my time to 100 hours of my time, depending on how deep we want to go. And having a sense of budget is really helpful with the front end.

[00:03:51.37] spk_4:
That’s that’s something that I ask. I do plan to giving consultant and and before I do a proposal, I have Teoh. I have to have a budget range, at least not going to be a number, but I have to have an idea. So I know that the things we just spent the past hour talking about can be achieved with the budget that the organization has in mind?

[00:04:12.04] spk_5:
Absolutely, absolutely. And if people are getting multiple proposals for this kind of work, which often happens and I encourage, it’s really helpful to be able to compare apples to apples. So you’re not just comparing on costs because that’s often not the most important variable. You’re really comparing on approach on personality fit on culture fit on all of these other variables that are going to give you a much better outcome.

[00:04:49.80] spk_4:
Yeah, okay, very wise. All right, So you’ve been on both sides, give you you’ve been in a non profit, and as a consultant, you’ve been you’ve hired non. You’ve hired consultants when you were I

[00:04:52.08] spk_5:
have higher consultant. And certainly, over the past nine years of serving as a consultant, I have had many of these conversations about getting to the proposal or the contract phase.

[00:05:10.65] spk_4:
Well, I admire you putting this these thoughts down because I’ve been a consultant even longer, and I never you know, I do

[00:05:20.84] spk_3:
these things implicitly, but to say to organizations, these are the things you should have in place, or the These are the questions you should be asking internally before you get to

[00:05:22.27] spk_4:
the start. talking to the first consultant. I think that’s I think that’s valuable and helpful. So thank you for coming on. I’m glad you’re here to explain.

[00:05:30.87] spk_3:
So the first thing you want, you don’t You don’t want some vague plan like board development or strategic plan you want you need. You want something more than that?

[00:07:35.05] spk_5:
Yeah, the first question that I want you to answer is what the challenge you want to tackle. What’s the question you want answered? What’s the sticky thing that your organization has been having trouble with over the past few years? So there’s two ways that I see. Organizations often go when they talk to consultants that are not helpful. One is what you just mentioned, which is? They come with a very big desire for a strategic plan. And when you ask why, the answer might be well, because our old one ended last year, we need to do it again, which is somewhat helpful but really doesn’t tell you what’s driving this desire to have these conversations. And I think that a lot of time, these ideas that fundraising plans, marketing plans for development plans, they’re things that non profit leaders know they can ask or they know that they’re good things have. But they don’t give you much of a sense of what’s actually driving the the need for this or what kind of behind it. One of the questions keeping you up at night about this topic. One of the things you really want to tackle to this effort. So one of being too babe, The other thing I see a lot when organizations talked to me is that they are really, really specific. So they have not only figured out what the that they want a strategic plan. But they have figured out every single activity that’s gonna happen over the next six months to make that happen. So they have designed a whole process without the aid of somebody like me who does this a lot and can really bring some of that outside expertise so sometimes are also getting a little too specific and often times they’re not really addressing the right challenge. So getting clear about that challenge can help a co design something that would really address it.

[00:07:47.63] spk_4:
Yeah, okay, so two ends of the spectrum, either too vague or too specific in terms of precise tasks they want

[00:07:53.77] spk_3:
done. And they’re just hiring you to execute what they’ve developed. Yeah, I’ve never been in

[00:07:57.30] spk_4:
that situation. I’ve had the too vague, but ah, not that not to to speak

[00:07:58.72] spk_3:
well, I work in planned giving. So it’s such a black box. Unfortunately, it should not be a I’m constantly railing against that. It should not be a black box. It need not be a

[00:08:10.16] spk_4:
black box, but so I think people are not sure what activities to do in planned giving. But if it’s

[00:08:16.74] spk_5:
I think it shows up a lot in requests for proposals, which I’m actually writing an article now about how they’re the worst, and people should think about what else to do. But often in a request for proposals, it will be very, very detailed about the all of activities they want the consultant to undertake.

[00:08:35.49] spk_3:
Well, I I guess, yeah, depending how precise it is that you made man just having employees do it, you

[00:08:42.48] spk_5:
know,

[00:08:48.19] spk_3:
you developed it internally. You may as well just have the person who helped develop it to carry it out. If you’re such experts in what the plan should be, why don’t you go ahead and do it.

[00:08:53.82] spk_5:
Well.

[00:08:54.41] spk_4:
Yeah.

[00:08:54.85] spk_5:
And you’re really not getting the staying for your buck of hiring an outside expert.

[00:08:59.47] spk_3:
Because

[00:08:59.89] spk_5:
we really do understand the process of round a lot of these conversations and how to structure them. How to really engage people, how to help you make change and make that change.

[00:09:25.58] spk_4:
We’re gonna take our first break. Other. Um, we come out of this in about 30 seconds, or so I I want to dive into ah board development a little bit. Like what? What? What kind of specifics would you want to see their and then we’ll carry on with the rest of the questions. All right, so it’s time for this

[00:09:55.79] spk_3:
break wegner-C.P.As so that your 9 90 gets filed on time so that your audit gets finished on time so that you get the advice oven experienced partner, eat each tomb, been a guest on the show, and the full firm that has a nationwide non profit practice with thousands of nine nineties and audits under their belt wegner-C.P.As dot com. Now let’s go back to five questions. Okay, Heather, um, so instead of we want board development what? What would you like to see that. At what level would you like to see the The plan fleshed out.

[00:10:49.34] spk_5:
So what I would really love is for an executive director, Uh, maybe aboard. Care to call and say, you know, we’ve done some thinking about our board. Maybe we’ve even done a little bit of an assessment of our board and we figured out we have these couple of challenges. We’re really struggling with accountability around, following through on tax or we’ve done some training on fundraising, but the board still isn’t really engaged. And then we can have a conversation from there about Well, what have you tried? What do you think behind it? What might we try together to help the board shift in these particular ways? So the important pieces are that you’ve done some reflection about what the challenge might be and what’s really behind that.

[00:11:00.28] spk_4:
It’s

[00:11:14.54] spk_5:
interesting you bring out board development because that actually links into question number two, which is, does everybody agree that this is a challenge and that there’s some need for outside help? So if we’re talking about a board, the executive director might have a particular opinion. Does the board chair share that opinion and if they don’t both see the same challenges or even see a challenge with the board. Then again, you’re not setting up the consultancy for you’re not setting up this engagement for success.

[00:11:35.40] spk_4:
So does everybody agree about the challenge? Whether this even, like, what’s the source of the trouble? Is that Is that what you mean?

[00:12:07.66] spk_5:
Absolutely. So if you really if you as an executive director feel like the board really has trouble with accountability or they don’t understand their roles and responsibilities, does the board chair who is really the leader of the board have that same assessment? Would they agree? If I show up to do a training on roles and responsibilities, how is that going to be received by the board? Is everyone on the same page, or at least the leaders on the same page about what? That challenges?

[00:12:17.94] spk_4:
Okay, I see. Yeah, yeah. Um, so that so if it’s let’s let’s continue with the example that board development, um, you you want to know? Do you want to know that the full board has, uh, I don’t have formally approved it, but at least discussed the idea that you know we need some help here is you want to go to that? You want to know about the full board or really, just like the Executive committee or what?

[00:12:39.97] spk_5:
I think it depends on board culture. I would say more people buying it is always

[00:12:45.95] spk_4:
better.

[00:12:46.73] spk_5:
So if there is a conversation among the full board about devoting two hours at our next meeting to this topic to bring in an outside expert to talk about this, that was the ideal that really sets me and any other convulsant up for success.

[00:13:12.88] spk_4:
And so I guess likewise. If there’s some kind of staff, um, I don’t know, uh, staff work that’s going to be done. Um, you’d want to know that the staff is, uh, has bought into the idea. It’s not just coming from the vice president or the CEO.

[00:13:24.71] spk_5:
Absolutely. If you want to develop a fundraising clan, is your development team brought into bought into the need to do this? Have they talked about what the challenges are? How whatever this fundraising plan is might help them move past those challenges. So it’s really the kind of idea of who are the key stakeholders and are they in agreement with the desire to have an outside expert come in? Are they in agreement about the challenge at hand?

[00:13:52.31] spk_4:
Okay, okay. Yes, the key stakeholders. Right. All right, all right. So, yeah, if you’re driving home the point that there’s gotta be gotta be conversations internally before we start talking to somebody externally, we got to know what our trouble is. And beyond that,

[00:14:01.89] spk_5:
right?

[00:14:27.72] spk_4:
And the key people need to be invested in the process to solving the problem. Okay? Absolutely. Right now, I want todo let you know that I let you. I let you suddenly go from question 1 to 2 without my without my buy in. It’s okay. I’m, uh Let’s just just, uh, tread lightly as we go forward. Okay? Um, all

[00:14:30.63] spk_3:
right. So the next one is a timing. When when do you want the project?

[00:14:41.07] spk_5:
Absolutely. So this is really important, because often time, the timing really impact when a consultant is able to help or not. So if you want a board retreat next Saturday, I may not be able to help, or even next month, someone may be booked up if you already have really important date for that project on a calendar and a consultant isn’t isn’t available. You may have to move on to another person, or you may have to shift the timeline, if that’s really the right person.

[00:15:09.84] spk_4:
So

[00:15:47.65] spk_5:
there’s one question about a specific dates on the calendar. The other question is just what’s really driving the timeline for the organization? Do you need this to be done by a certain date? Because there’s a grant deadline? There’s turnover on your board. There’s something else externally driving it. So at the front end, really thinking through Where does this fit in? In terms of our schedules can be really helpful in figuring out in that first phone call is this person is this consultant a good fit and and what might need to be shifted to make them a good

[00:16:23.74] spk_4:
you know as well. There has to be some receptivity for the consultant to push back and say, You know, that’s not a That’s not a realistic timeline for the scope of the work that we’re talking about, you know, putting aside it’s, you know, a board retreat on a weekend or at a board meeting, but you no longer term engagement like for instance, planned giving. There’s not much we can do in planned giving in six months. I don’t I don’t consent Teoh. I don’t agree. Toe. Six month engagement’s got to be at least a year. So it’s got You have to be willing to hear that what we’ve just talked about can’t be done in the timeline that you defined.

[00:16:28.98] spk_5:
I’m so glad you brought that up. I

[00:16:30.81] spk_4:
think

[00:16:31.55] spk_5:
I would

[00:16:32.52] spk_4:
say

[00:16:32.91] spk_5:
90% of the folks I talked Teoh, uh, have a over ambitious timeline

[00:16:39.86] spk_4:
on.

[00:17:27.44] spk_5:
And when we really start to dig into, uh, what are all the past but need to be accomplished, who were all the people that need be engaged? What are all the schedule that need to be managed? Often times we’re having that same conversation, and and I believe, as you probably do that particularly for these bigger processes where you’re really in terms of plan giving, building something new, doing a lot of research, having these important conversations, it just takes more time. And that’s important because it also means that it’s more likely to stick if you were having more conversations over more time. So when I do strategic planning I really like for that. Have a six or nine months time horizon that gives people enough time to really think through all the implications of that he changes were making gives the board and the staff opportunities to engage with each other in different ways. So, yes, pushing back on the timeline is really important to

[00:18:13.51] spk_4:
the strategic planning, I would think, uh, I mean, that’s, uh so I’ve never I don’t I don’t do that kind of consulting at all, but, um, yeah, I mean, there’s their interviews and have to take place and coordinate with people’s schedules. You know which board members just started a new business. So she’s gonna be in Costa Rica for eight weeks, you know? Uh, yeah, that’s that’s a particularly strategic planning. And I would think that’s a particularly long time frame. And then and you have to Ah, you have to be willing toe recognize that it may not be finished, even in the time that we have to find.

[00:18:20.24] spk_5:
Yeah, absolutely.

[00:18:23.64] spk_4:
All right. All right. Um, so before we rush through Teoh points number four and five, uh, put now I’m putting on the spot about a bit tell Tell us a story. Um, something that, uh, you know,

[00:18:35.13] spk_3:
maybe maybe when the initial conversation took place, they hadn’t thought through it enough, and you advised them that they do some internal thinking and then you did command and you were genius, and they paid you

[00:18:56.61] spk_4:
double what? The contract amount, You know, anything like that where you know, the internal work was was made a big difference. You could tell.

[00:19:02.04] spk_5:
Yeah, I wish I had that. For where they paid me double. I

[00:19:16.69] spk_4:
don’t. You know, you haven’t been consulting long enough. I have a dozen of those. Oh, man, I have a dozen of those, but I’ve been consulting since 2003. 17 years. 17 years. You’ll get there, you’ll get there about it.

[00:19:34.04] spk_5:
I What I have is more of the lesson learned in failure of the cautionary tale, particularly early on in my consulting career, Um, kind of blindly believing one person’s viewpoint of the state of an organization and not truth checking that

[00:19:42.37] spk_4:
with

[00:19:43.04] spk_5:
other key stakeholders.

[00:19:44.75] spk_4:
What happened?

[00:20:45.44] spk_5:
And I was a new executive director, called for some work with their board. Um, the board was having some big problems with getting work done. Committees weren’t really functioning very well. They weren’t doing their fundraising. Very as I look back things that a lot of organizations are dealing with, I often hear some of some similar complaints. And so we talked about doing 1/2 day board retreat where we developed some action plans on how to get things back on track, and I discovered upon getting into the border treat. But the board did not see these as problems on, and that if I had done some more conversation or even some assessment survey work with the board, I would have discovered that they had a very different viewpoint of what the challenges were. And they were in some, some level of conflict with the executive director about whose work was this, how they wanted to be encouraged and Stewart as volunteers of the organization. And so it was a real lesson for me of that. That question Number two has the board chair in the executive director. Have they talked about that? There they in agreement. Does everyone see this challenge from the same viewpoint

[00:21:05.49] spk_4:
that sounds like, uh, may have become Ah, hopefully not tense, but at least awkward. While you were in front of the board.

[00:21:13.89] spk_5:
It was definitely awkward. It was definitely awkward. We recovered and they did some good work. Um, but

[00:21:20.98] spk_4:
it’s

[00:21:25.12] spk_5:
good. Waas. I learned definitely that I needed to have a more comprehensive understanding of organizations before I do that kind of work.

[00:21:30.20] spk_4:
Yes, not one person’s perception. All right. Was the executive director in the room while this was unfolding?

[00:21:37.44] spk_5:
She waas

[00:21:38.56] spk_3:
way

[00:21:39.15] spk_5:
had some good conversations afterwards. It wasn’t It wasn’t terrible, but it really did draw more of a bright line of this is what you thought was going on. And this is what the board thinks is going on

[00:21:51.58] spk_4:
and their difference. And we

[00:21:56.16] spk_5:
need to talk about why and how we can deal with those.

[00:21:58.01] spk_4:
Okay, good that it was early on in your career. Not This was just not last week, was it?

[00:22:02.64] spk_5:
But I was not last week.

[00:22:05.46] spk_4:
Okay, So you’re going uphill. That’s good. That’s good, right? Uh, right. OK, Your next one is around money.

[00:22:53.86] spk_5:
Yes. So we already talked about this a little bit that it is so important on the front end to have an understanding of what your budget is for any work not only for other reasons we already discussed, but also because it really signals to a consultant and signal to your organization that you’re serious about addressing the challenge. Uh, so if you have money built into the budget for if you go back to the board and have them approved a revised budget with a little bit more funding for some kind of special project throughout the year, it also signals to everyone that this is a serious issue and we’re going to devote resources to it. Plus super useful for us consultants to know what we’re dealing with And if it’s even possible, As you said,

[00:23:12.24] spk_4:
Yeah, yeah, And and, uh, you know your point earlier. I want toe reemphasize. If you’re getting getting proposals that run the spectrum of costs, then you’re not really making fair comparisons?

[00:23:25.02] spk_5:
Absolutely, Absolutely. You I definitely have seen organizations to particularly for these, uh, catch all terms like strategic plan will get a $5000 proposal and a $50,000 proposal, and they’re just not comparable.

[00:24:03.22] spk_4:
And then you end up wondering Well, okay, way sounds. Let’s say we could spend the 50,000 but what would the over the 5000 person have done if we told them that our budget was 50,000 cause we like what they’re doing for five, but it’s not nearly as comprehensive. Obviously, G, what would they have done for 15? And then you got to go back to them and, you know Oh, our way. We can’t spend 25. And so neither one is quite right. You know, that’s a big botch. That’s that’s a big time. Waste time suck. All right, all right. Be up front.

[00:24:08.60] spk_3:
And there is a responsibility on consultants to I think Teoh toe Ask if if money hasn’t come up, you gotta ask What? What are we looking at? What kind of budget do you have?

[00:24:40.70] spk_5:
Absolutely having that money conversation. And I tend to do it even earlier in the conversation now because what I find is that we can daydream about all of the wonderful things we could do together. And then when they say and we have $10,000 I have to sometimes really some of those things back in or I have to have. They have to make hard choices about all of the potential beautiful options I put out on the table. So I’m even now early in the conversation, asking trick so that we can really right size. Or I can present options in a way that helps people understand what’s possible.

[00:25:00.45] spk_4:
Okay, Okay. Uh, let’s go to your last question. What do you got? You insurance? It’s

[00:25:57.32] spk_5:
the last question, but I think it might be the most important one. And that’s how much organizational time and energy do you have to address this challenge. So what’s the bandwidth for this piece of work? Um, a lot of times you may see this. Two organizations think Well, I have a problem. So we’re just gonna throw money at it. We’re gonna hire consultants and they’re gonna hear our woes and go off and fix it and come back and present us with perfect plan to solve all of our problems. Um, that’s not realistic. Uh, I don’t believe that’s how consultants who want to really make lasting change in organisations often operates. So we always need organizational help. We need board time. We need staff time. We need If we’re in the case of fundraising, we need some reports from your database. We might need to look at, um, sit down with you and really go over your last strategic plan and think about what worked and didn’t and why? But we’re definitely gonna need the executive director’s Dan with and then the other key stakeholders.

[00:26:18.04] spk_4:
Oh, getting

[00:26:18.89] spk_5:
clear. Yeah,

[00:26:20.11] spk_4:
go ahead. Now you’re finished, you finish. I’ll remember mine.

[00:26:23.62] spk_5:
Those getting clear about do you have the bandwidth? And if you are trying to do a huge capital campaign and move the office and you’ve got transition of a key staff person or you’re hiring a whole set of people because we’re ramping up for the election if there are other organizational priorities going on sometimes I’ll say If I it seems like this isn’t the right time to tackle up a big project that you really don’t have the band with, you got some other competing priorities?

[00:27:25.14] spk_4:
Uh huh. That often gets in the way of the final step. Engagement? Uh, because other things are coming up. There’s a database conversion. There’s a gala, um, et cetera. It’s valuable to to talk about. I think, at the at the granular level, how much time this is going to take a least. At least in my work. Um, you know, I need a staff person, and I’ll need maybe 4 to 5 hours a month of their time or something. You know something along those lines so that they know what they can plan around, You know, everything you just said. Just getting a little more granular with it.

[00:27:34.77] spk_5:
Yeah, I will. Often as we’re talking through, really think about what’s the board time and attention we might need?

[00:27:40.33] spk_4:
What’s the

[00:27:50.34] spk_5:
halftime in attention we might need, um and really thinking about how does that fit in with what you already have going on over the course of the year? Can we find an hour of this board meeting and three hours is aboard retreat to do this work? Or is it is your plate already full for this year? That might be OK.

[00:28:01.28] spk_4:
Okay, um, final thought Heather before, before we wrap up, Just got about a minute left.

[00:28:08.34] spk_5:
So the final about is all of these points to being really intentional about the conversations you have internally before you pick up the phone and call a consultant really thinking through what’s our challenge? How much how many resources we have to devote to this. With our time as we convert to this, that’s gonna be you’re gonna get much better proposal from consultants. And in the end, a better engagement and a better product.

[00:28:35.08] spk_4:
Have a endo. We’re gonna leave it there. Thank you very much.

[00:28:38.32] spk_5:
Thanks for having

[00:28:39.35] spk_4:
my pleasure, Heather. She’s founder of non profit dot I s t non profit ist and her consulting is at third

[00:30:11.64] spk_3:
space studio dot com. We need to take a break. Cougar Mountain software, Their accounting product Denali is built for non profits from the ground up so that you get an application that supports the way you work that has the features you need and the exemplary support that understands how you work. They have a free 60 day trial on the listener landing page at tony-dot-M.A.-slash-Pursuant non Tin. Now it’s time for tony Steak too. Our innovators Siri’s It just finished last week and I curated the eight Innovators into one post. We started way back in January with Edgar Villanueva that was de colonising wealth and Stephen Myers with personalized philanthropy. And it was back then in those dark days of January that I had to assure you that live innovators were coming and they did come. Um, we started off with Heather Macleod. Grant, that was social change is system change, and the innovators have been live ever since. Her Peter Shankman, Sherry, Kwame Taylor, Peter Heller, Jamie Bursts and Crisfield. They make up our innovators. Siri’s, um, you’ll find them curated, catalogued and captured with a video at tony-martignetti dot com. And that is tony. Take two. Now, here is the pre recorded working Virtually

[00:30:45.45] spk_6:
welcome to tony-martignetti non profit radio coverage of 18. 90. See the non profit Technology Conference 2018. We’re coming to you from the convention center in New Orleans. Second interview of the second day of our coverage. All our NTC interviews are sponsored by Network for Good, easy to use donor management and fundraising software for non profits. My guests right now are Heather Martin, CEO of Inter Paid family, and Alice Hendricks, CEO of Jackson River. Whether Alice welcome.

[00:30:46.64] spk_0:
Thank you. Welcome

[00:30:47.40] spk_6:
to non profit radio. What have you

[00:30:49.06] spk_7:
needed to be here?

[00:30:53.47] spk_6:
How’s the conference going for you, ladies? Great. Have you done? Yeah. OK, great. Excellent. Good superlative. Have you done your session yet?

[00:30:57.01] spk_0:
We did. We were on yesterday

[00:30:58.23] spk_6:
morning. Okay, so it’s all relaxing now.

[00:31:00.71] spk_7:
Now it’s partying

[00:31:17.03] spk_6:
drinks last night. Okay? All right. Your workshop topic is working. Virtual attracting and managing the best talent. I’m sure we have stats on how many org’s nonprofits have virtual employees, or at least what the trends are. It’s obviously growing growing wouldn’t be here.

[00:31:25.17] spk_0:
And not only in the nonprofit world in the for profit world as well. Um, especially in tech.

[00:31:30.24] spk_6:
Yeah. Okay,

[00:31:31.35] spk_7:
absolutely. It’s becoming it because of the technology that can a enable easily to work from home your chat technologies, videoconferencing. It’s become a thing and everyone is doing it now in exploring whether it works for their organizations a lot.

[00:32:10.25] spk_6:
Let me dive into the word everyone not to not to quibble with you at all. But I was thinking generationally, Are there 50 and 60 some things that are comfortable working, being virtual not well, maybe we’ll get to whether they’re comfortable having virtual employees. They will get to that. My voice was cracked like I’m 14. Get to that. But how about being virtual employees themselves? Are they comfortable? I’m over 50. So I include myself in that. Are we comfortable doing that or,

[00:32:37.59] spk_0:
you know, I think it actually depends on the organization, and it’s really dependent on the organization making the employee comfortable. And so I’m not sure I don’t know if you have any stats, but I don’t know. From an age perspective, there’s a very good question about an older generation being comfortable having virtual employees under them and managing them. However, as being the virtual employees, I think it’s all about how the organisation sets it up.

[00:32:48.94] spk_6:
Okay, so that there’s promise then for those 15. Absolutely. Let’s talk about it, since since we’re skirting around it, how about comfort or discomfort with having employees being virtual when you’re over 50?

[00:33:28.65] spk_0:
So I again, I I think that there might be an age discrepancy in the comfort. I also think it’s just personality, and I’m finding that when I talked to a lot of people who are looking to work virtual and they’re asking me, what can I do to go to my manager, my supervisor and quote unquote sell them on me, working virtually My answer to them is find out what the resistance is there is. Part of the resistance is we’ve always done it this way. I need to see my employees to know that they’re working. And how do you get around that some of the key things that we talked about in our session are setting very clear goals and making sure that those goals are being met.

[00:33:39.02] spk_6:
Let’s go to our talk about the gold goal setting.

[00:33:53.83] spk_7:
Yeah, I mean, I think that there’s not that much difference in terms of goal setting in terms of accountability for delivery, Bols, that you’re supposed to be doing so used that the real issue is communication, making sure you have a structure where there’s frequent communication and proof that you’re doing the delivery herbal. So you’re measured not on a punch clock style of. I get to work at nine and I leave at five, and therefore I must have worked during that eight hour period. You’re measured based on what is the work you were set out to do, And did you actually do that work in the time period? I said I would do it. So if you’re a project manager or working on a program area, you work with your you work with your supervisor on here, the things that I’m going to get done at a particular time, and if that’s not done, that’s, Ah that that could be a concern. That’s a problem with that view problem in a non workplace, too, but rather than time, it’s mostly based on work product.

[00:34:32.80] spk_6:
Okay, okay, so that should apply, Even if you don’t have any virtual, I

[00:34:36.21] spk_0:
think one of the things we’ve found is that working virtually is this or managing virtually is the same is managing in an office. But you just have to be much more intentional about what you’re doing. Much more intentional about your communication, understanding that you’re not gonna have that water cooler conversation, that someone’s not going over here something and understand where you are in a project and be ready to communicate with those people who are not physically in the office with the management and the psychology of the management is very similar.

[00:35:19.45] spk_6:
Very valuable to know on dhe make explicit. Um, how about attracting people, Teoh a virtual or attracting the right talent so that we’re comfortable that they’re gonna work in this work environment? What you thought

[00:36:07.43] spk_7:
Well, there’s two thoughts on that that I have one is What What is that? Your talent pool is the entire country or world should you see fit? And there are wonderfully talented people in places that aren’t in the city or town in which your organization is located, and it gives you this ability to recruit from a wide place. And you can also hire incredibly talented people from who have a wonderful lifestyle in a less cost of In my organization, we have people who live in a lower cost of living state than Washington, D. C. Where we’re based, and that allows me to provide a living wage and for my employees in that, um, but the other thing is just you. When you’re recruiting, you have to be very mindful of the interview process. And I think one of the things we talked about in our session was helping people figure out who these folks, how well they’ll respond to working virtually. How

[00:36:21.83] spk_6:
do you do that?

[00:36:25.92] spk_0:
Yeah, so some of the things that we recommend some of things that we recommend is number one. We use technology as a tool to enhance communication in a virtual environment, so sometimes you’re using video conferencing just for a regular meeting and you’re talking through Instant Messenger, and there’s other ways you’re using technology. So in the interview process, I always recommend that people use the technology that you’re going to require those employees to be using during their job if they can’t do an interview on Skype or zoom or appear in, and it’s very uncomfortable. It’s not to say that that might not be a good employee for you, but you have to be aware that there might need to be some training or development on that tool for them. And no going into that is important when you’re hiring that person.

[00:37:17.43] spk_6:
And if you see generally a discomfort with technology, that’s a pretty big red flag

[00:37:33.48] spk_0:
or a red flag that you might need to overcome or that person is not right for the position. And then the other question is some positions just don’t lend themselves to working virtually, and you have to be aware of that when you’re hiring also well. One of the the easiest ones that we look at is if your office manager and you’re managing the physical office days, it’s really difficult to be virtual when you need to notice that there’s a crack in the sailing where the vendor needs toe, you know, deliver something and be their

[00:37:47.97] spk_6:
way. Don’t have a tool for measuring the coffee level.

[00:37:54.40] spk_0:
Zack. Remotely There’s an app for that. You can probably

[00:38:19.72] spk_3:
time for our last break turn to communications. They’re former journalists so that you get help building relationships with journalists so that your call gets answered when there’s news you need to be on top of so that you stay relevant in your community. They are at turn hyphen two dot ceo. We’ve got but loads more time for working virtually with Heather Martin and Alice Hendrix or

[00:38:25.98] spk_6:
any others that stand out to you.

[00:38:38.00] spk_0:
I think it depends on the industry and what the job you’re doing. If you’re someone who does intake or you have to be there to welcome people into the office, you need someone physically there. There may be hybrids where sometimes people could work in the office, and sometimes people could work from home. And I think thinking this through before you move to a virtual environment or virtual job for that specific role is key. You can’t just say OK, tomorrow we’re just gonna go

[00:38:55.45] spk_6:
virtual Alice. How do you How do you create this environment That’s gonna be hospitable toe virtual. I

[00:39:00.49] spk_7:
mean, it’s all about culture. You have to create a culture where everyone is communicating well with each other, where people know what the expectation is on response times of communication.

[00:39:10.16] spk_6:
He’s gotta start at the top.

[00:39:11.37] spk_7:
It has to start

[00:39:14.72] spk_6:
a willingness to accommodate virtual employees. Okay, so it starts there. And then how does that out of the CEO trickling down?

[00:39:21.43] spk_7:
You adhere to it. So rather than walking from my office into someone else’s office and telling them what I think they should know that maybe two other people who aren’t physically there also need to know. I will do that on a slack channel, for example. So I’ll use an instant messenger chat program, and I’ll put them all on the channel and talk to them all together at once.

[00:39:39.10] spk_6:
You go through with a bar, or

[00:39:40.29] spk_7:
even if that’s the situation, because it requires amount of discipline because you don’t want to leave people out. The interstitial conversation that happens at the water cooler can also be done virtually, and that’s pretty important, too.

[00:39:58.41] spk_6:
Okay, Excellent. Excellent. All right, we’re gonna get the tools you mentioned. Slack Aslak Channel. Is that that a tool? Okay, okay. Chat. It’s a simple chance.

[00:39:59.54] spk_7:
Chance chance software. Yeah,

[00:40:01.53] spk_6:
you’re over my head, but I’m trainable. I could be a virtual employee trust

[00:40:05.65] spk_7:
way. Remind us in technology challenges there, but way remedial. You got the radio?

[00:40:16.81] spk_6:
Yeah, I’m very good at that. I mean, I got knobs and everything from buttons and old. I don’t know what they do. Um, okay, What else? Anything else about creating the environment making inhospitable.

[00:40:21.71] spk_0:
I think some of the things that some of the other things are making sure that your remote employees have the tools, whether it’s the technology or even a monitor to go along with that laptop that you’ve given them because some some people go into a new job, they’re given a laptop, they say work from home. And it’s not as easy as just. Is your home office conducive? And being able to help them think through what are the things that they need to set up in a virtual environment to make them successful and effective at what they’re doing? We talk about a little bit about security and knowing what the security measures are. You can’t go into a coffee shop and work from your computer. Number one. Are you on the Y? Fire? You on the public? WiFi? Are you on a virtual private network? Are you using your hot spot? You’ve to go the bathroom and your computer sitting in Starbucks. Do you leave it there and ask the person next to tow? Watch your computer while you go to I mean, we set policies around these things, especially in organizations that have a lot of regulations on data and accessibility for their information. These are things you have to think about when you’re creating a virtual environment.

[00:41:22.50] spk_6:
OK? It could be hip. Maybe. What’s the credit card? P C M

[00:41:26.22] spk_7:
p c I

[00:41:28.93] spk_6:
c. I Okay, what do you do when you’re at Starbucks alone? You’re on. You’re on a VPN virtual private network. But you have to go the bathroom. You gotta close up your

[00:41:47.08] spk_7:
laptop. You use the diaper changing table in and you pull it down in the restroom and put your laptop on that. Take care of your business, OK? This is very

[00:41:47.64] spk_6:
all right, though. I love the nitty gritty. Listen,

[00:41:49.82] spk_7:
I mean, we’re all about real life here. Way need

[00:41:55.79] spk_6:
to detail. You need clear policies around

[00:41:56.47] spk_7:
policies that people sign. And everyone is very well aware of what the security policies are.

[00:42:09.48] spk_6:
Protection, use of technology. You said the company’s versus your pride. Your personal technology. Home versus away from home. Okay, All right. Help me out here. Getting else what else belongs. Just ask you what else belongs in our policy?

[00:42:49.40] spk_0:
Well, so there were talking about there’s communication policies. How? I mean, one of the things that we found when we first started having more virtual employees. We started as an in office. Everyone was in the office. And as we grew into different communities, we had employees in different cities and states than our headquarters were located in. And things like when I send an email, I just need you to acknowledge that the email was sent. If you’re in the office and I send you an email and you haven’t responded, I could walk into your office and say, Hey, you get my email. Even if you’re not ready to respond to it, I know you’ve gotten it. And by five oclock that day, I’ll get an answer when someone’s virtual and you send an email, you have no idea if it got lost. Did it go into there Spam and you have to get some kind of communication

[00:42:57.78] spk_6:
with water. Quick. Got it.

[00:42:58.71] spk_0:
So we said a communication policy that says If I asked you something or requested something, you send an email back saying I got it and I’ll get back to you by Wednesday period. The end. It’s all set. And so that that you need to be very much more aware of those types of things and other community way have communication policies that go along with that.

[00:43:19.18] spk_6:
Okay, Alice, you wanna add Teoh or policy statement? I

[00:43:30.17] spk_7:
mean, the security, I think, is the most important. You know, the email security, the hacking potentials. You know what happens also, when someone is let go the lockout procedures, they have access to all of your systems. And they’re, you know, in North Dakota, somewhere at a coffee shop, you have to shut down all of their access to things. So all of that needs to be planned at the I t level in the company. What are you going to do? And how are you handling staff with remote devices?

[00:43:48.36] spk_6:
Can we do this if we don’t have a dedicated T staff person?

[00:43:52.26] spk_0:
We don’t have a dedicated Yes, it is.

[00:43:53.19] spk_6:
So the family says the answer is yes. Okay, because our were small and midsize non profits in this audience of listeners. So

[00:43:59.85] spk_0:
you onboard someone with technology? When they leave, you do the same thing. Onley with a virtual person. You don’t physically have them there. And so you have to do the same thing you would do if someone was in the office. But make sure you couldn’t do it while they’re not physically there. How did they get your computer back to you? Do they FedEx it to you? Are you going to go pick it up somewhere if they’re not there? And so just those types of things need to be thought

[00:44:42.20] spk_6:
through. Okay. Excellent. I love the policy statement details, because this is the stuff you have to think through. And then Alice, to your point, it has to be activated. Implemented on from the top. You can’t just have a policy and ignore it. You know, if it’s the CEO. It’s a sea level person whose, whose distant they to have to say, I got your email and I’ll get back to you by Wednesday.

[00:44:49.42] spk_7:
Everybody has to play by the same rules. There shouldn’t be exceptions or any accommodations for anything else. Yeah,

[00:44:54.62] spk_6:
okay, Um, how about let’s talk about some of the needs that your remote staff has been talking about, like managing the office? What special needs to the people who we only see a couple of times a year have?

[00:45:07.27] spk_7:
That’s a great question. I think they

[00:45:10.10] spk_6:
it took that long.

[00:45:53.38] spk_7:
They need community. They need a partner. They need a buddy. They need to know that they’re not all alone. I’m so frequent meetings daily. Stand up calls, Um, and Heather’s organization. They stand up. Call it Well, it’s It’s a phrase for on a daily time when you just spend 15 minutes sort of role going around. The company’s saying, Who’s doing what? That day or a day or a team? If you’re working on a project together, you know everyone’s together on either a video chat or a conference call, or it could even be during on a slack channel or a Skype Group or a Google hangouts or any type of technology that people can come together for a period of time. The more frequent that happens, the more connected they feel. And there is an issue of feeling lonely. It’s not that you’re just going off on your back room and typing all day long on your own. You need to be part of a community and part of a team. And the technology helps enable that and a Heather’s organization. There’s you do. What is it, a buddy?

[00:47:02.84] spk_0:
So anyone who is new, who comes on board, there’s a couple things we do. One is no matter what level you’re at. You come to Boston for a couple days toe on board. You actually see physical people. That’s probably essential. It’s really it was one of like he learnings. When I started working virtually is to know that there’s a physical person in a physical space, or just seeing meeting someone face to face gives you much more of a connection to them immediately. The other thing we do is when we hire people, we kind of give them. We give them Ah ah, a partner. So we hire a new associate director in L. A. And we put them with the associate director in Atlanta. This is not a mentor. This is not a supervisor. This is someone you can ask the dumb questions too. Like, how do I get my expenses paid? Or I’m sure they told me this during orientation, but I don’t know what to do about X, y and Z. And just having that person that you know you can go to is critical. Especially when you’re by yourself in an office or in your home. And you’re trying to go up the learning curve of starting a new job.

[00:47:11.86] spk_6:
Okay. All right. What else? Uh, anything else to be empathetic to our remote employees

[00:47:20.49] spk_0:
again? This is a typical management. I would say this you should be doing this any time is just everyone’s intent is good. Assume that is good. And there’s a good intent all all the time.

[00:47:25.68] spk_6:
That could be that That that’s gonna have implications for chatting

[00:47:30.88] spk_0:
any

[00:47:31.25] spk_6:
female. No, you can’t. You’ll never hear the well, Not never, but most of the communications. You’re not gonna hear the inflection in the person

[00:47:38.19] spk_0:
you don’t see the Sometimes you don’t see the physical. You don’t see the physical, you don’t get the inflection. And so, before you jump into anything someone sent. And I get this all the time and sends me an email and says I need blank Well, that could be taken in so many different ways. Are you demanding something from me? Did ice not get you something? There’s so much in just those three words. And so my first thing is to okay, they have good intentions. Let me follow up. You need blank by when? What is this foot? Get more information. They’re not. Now. They could be like You haven’t done something. I need it now. And recovery screaming. It could be screaming at you, but the default is not do that. And what we do actually is we have everyone created communications charter that says how they like to be interacted with. And so I understand if you are one of these people who sends very short emails, I also have the flip side where someone sends me seven paragraph e mails to describe one thing. And so if I understand how you interact, I could read that email with that understanding not to immediately assume that you’re yelling at me in the email.

[00:48:50.38] spk_6:
Valuable. Um, anything else? Anything else to be supportive again, Empathetic to the remote employees we covered it, recovered it. But I

[00:48:51.72] spk_7:
want

[00:48:51.84] spk_6:
to make sure we’re

[00:48:52.29] spk_7:
the only other thing I can think of is definitely getting together at least once a year with the whole team culture building.

[00:49:31.07] spk_0:
It’s tough. It’s tough in a non profit environment where you’ve got a very tight budget. But we have prioritised an all in person meeting in Boston. So we’ve got staff in California, in Chicago, in Atlanta and Philadelphia. We make sure that we try in our budgeting process to bring everyone to Boston for two days during the summer, not only for good brainstorming and and thinking and strategy conversations, but also so they can connect with each other and have that community and build that in person conversation and feel comfortable with each

[00:49:32.86] spk_6:
other. And you feel like once a year is sufficient.

[00:49:35.34] spk_0:
You know, if I had the budget to do it more, I worked a

[00:49:38.09] spk_6:
little longer, but

[00:49:43.42] spk_0:
all of that, yes, and so you have to take it for one of the the tools that we talk about is the airplane. I mean, yes, it’s expensive, but it’s a really helpful tool to really get past some of the boundaries that are put up when you don’t actually physically meet in person.

[00:49:55.76] spk_6:
Alice, do you have virtual employees? Also Jackson River

[00:49:58.50] spk_7:
30 30 Working 30. Promoting entire organization is virtual

[00:50:04.94] spk_6:
Oh my God! OK, where’s the Is there a physical office?

[00:50:12.07] spk_7:
There is a physical office with three people in Washington, D. C. But so we all behave as if we’re virtual. And there are many days that I don’t go into the office. So in its you know, it saves a lot of money and transportation costs. It stays dry cleaning bills for everyone. It saves child care expenses that you know it’s a very great way to have a lifestyle, because you you have that flexibility. There’s also downsides to it. There are days that I wake up in the morning at 6 a.m. and check email, and all of a sudden it’s too, and I haven’t eaten breakfast yet, and then I’m until six at night. So you know it’s a It’s the same type of work life integration needs toe happen in a virtual environment as well as a physical office space. You know, you need to know how to take a break.

[00:50:58.95] spk_6:
You mentioned saving childcare expenses. So? So the the remote employees. It needs to be understood that the remote employees may not be immediately accessible, right for a quick for last minute way. Gotta talk right now,

[00:51:03.52] spk_7:
So I think it’s about

[00:51:04.34] spk_6:
have something going on that is gonna hold him up for 10 or 15

[00:51:31.76] spk_7:
way. Try and make sure that people have adequate coverage to do their job during the day, the hours that they need to work. So we have a lot of employees that are at 30 hours a week because they want to spend more time with their families. Um, older Children can be met at the bus stop and take care of themselves for a few hours in the afternoon. But the expectations of performance air still there, You know, we’re pretty high stress. High standards of that. You know, we don’t want you to be distracted from your work. How do you

[00:51:35.21] spk_6:
manage? The West Coast versus East Coast is the West Coast. People have to do the West Coast. People have to start at 6 a.m. Local time.

[00:51:39.53] spk_7:
I think a lot of people do different policies on that. Our policy is that you work for the day that work the business day in the time zone in which you live. So it’s sometimes hard if we’re dealing with Europe and the West Coast at the same time, because the time zones don’t overlap as well.

[00:51:53.17] spk_6:
Everybody’s in Europe.

[00:52:04.21] spk_7:
We don’t have employees in your village of clients in Europe, so it’s Ah, it’s a situation where we have to manage that. But there are organizations that have West Coast people working East Coast hours way don’t have

[00:52:06.85] spk_0:
a as explicit policy that you work those hours. But we asked people how early on the West Coast, how early would you be willing to have a meeting so we will not set meetings with some people? Some people are early morning people, and they would rather work from 7 to 3 rather than 9 to 5, and so we’ll work with your schedule individually. And so I said, there are some meetings I will have on the West Coast is seven in the morning, but that’s due to that person willing to do that.

[00:52:40.83] spk_6:
We have a few minutes left. Still, let’s talk about some of the tech tools I was gonna ask you about. Slack. What dot com How do we find it or what they do for us?

[00:52:42.95] spk_7:
Black dot com It’s how you find it. You know, it’s it’s equivalent to Skype. Or there’s Google chat any type of chat software where everyone can log into. And then there’s you can make groups in them, so the term for a group in Slack is called a channel. And in our organization, we have a channel for one of the channels is named lunch. And if you’re gonna be away for 20 minutes or going to lunch, we just take we just like everyone who’s in the company on that channel and say, Hey, stepping away for a bit, I’ll be back in half an hour. So we are all know it’s almost a ZX, though you would see me walk out the door, you know. And instead of walking out the door, I’m just telling that channel what’s happening. There’s channels reach project. Also, Slack is a good ones.

[00:53:22.33] spk_6:
Black has already a verb. It’s like someone

[00:53:31.93] spk_7:
just like someone. It’s a verbal. You Skype, someone you trust someone. Do you remember a well instant messenger that that was a one matter, that you could use that?

[00:53:38.86] spk_6:
Well, I was. But, um OK, so slack for, Ah, for chatting. A quick, quick chat about document sharing is simple. Google docks or something better.

[00:53:44.99] spk_7:
It’s a simple Google. Microsoft has a great

[00:54:16.27] spk_0:
product. Microsoft’s one Dr SharePoint Microsoft Suite has has a document sharing software. Ah, cloud based saving system. Um, Skype is now escape for businesses and integrated with it. And so we’re using that in the office. And then there’s There’s a ton of independent ones out there, and it’s whether it’s video conferencing or it’s document sharing or its chatting. There’s a ton out there, and I think it could be overwhelming. And for us, it was evaluating what was best for our organization and what our upper management was able to use. We talked about this before, is modeling the behavior you want from your staff, and so getting upper management on board was key. So one of our project management software, we use a sauna, and we’ve tried three or four of them, and our CEO liked asana. And so if she was going to use a sauna, we’re all going to use this on. And so I think that’s really important. It’s got to be easy to use and work for your organization.

[00:54:48.64] spk_6:
Calendar Ring Simple is

[00:54:50.53] spk_7:
callin during Yeah,

[00:54:51.97] spk_6:
you have any other tools besides Google Calendar

[00:54:54.43] spk_0:
were using outlooks Calendar.

[00:54:57.04] spk_6:
Microsoft. Yeah, all right,

[00:54:58.43] spk_7:
I think.

[00:55:00.51] spk_6:
What other ah categories we need toe

[00:55:02.54] spk_7:
video chat video is really important.

[00:55:05.24] spk_6:
Describe a couple

[00:55:14.14] spk_7:
I couldn’t do one on video with Skype, you can do video with Google hangouts, but any time you can actually have an opportunity to see someone’s face and most of the calls we try to do as videos and we find that that works really, really well,

[00:55:21.05] spk_6:
river again, the sense of community.

[00:55:47.46] spk_0:
And if you can’t get together, that’s almost the next best thing. And video has come a long way. The technology is more seamless than ever before, and so at least you’re seeing the person. You might not get all of the nuance of the physical that that’s in the room, but you can see a emotion, or you can see a reaction to something which is super or their cat walking the cat. We could get a lot of pets walking in front of the camera while people are on video. This

[00:55:47.99] spk_6:
can be a lot of fun to talk about cats, but, you know, you have 30 virtual employees. Alice. Um, you have fun doing it. I mean,

[00:55:56.18] spk_7:
it’s awesome. It’s completely awesome is I love it. And, you know, the best thing is that that people have really formed strong relationships with each other. They when you ask them what they like most about working here, is they say each other. They say, the people I’m here because I have connected relationships with other people on the team. And to be able to create a culture where people feel connected to each other in a remote environment is is like That’s the thing I’m most proud of. Anything we’ve ever done. It doesn’t have to do their software product or what we’ve done to impact non profits is the fact that we’ve had a culture of people that have had a wonderful time working and doing productive, impactful things.

[00:56:35.99] spk_6:
Jackson River always had a largest proportion of employees virtual from the beginning

[00:56:36.56] spk_7:
from the beginning

[00:56:38.64] spk_6:
in the culture of the start, about about family

[00:56:49.97] spk_0:
well, we started as a 2.5 person organization in the same way. We got to probably about 8 to 10 people in the office, and then our growth took us into different cities and communities. And that’s when we became virtual because of the growth. And so we’re probably half in the office in Boston, and then half of our staff is outside and there’s one or two people in a city by themselves.

[00:57:03.41] spk_6:
We’ll leave it there.

[00:57:04.30] spk_0:
Excellent, Thank you.

[00:57:05.82] spk_6:
All right. They are Heather Martin, CEO of Interfaith Family, and Alice Hendricks, CEO of Jackson River. This interview, sponsored by Network for Good, Easy to use donor management and fundraising software for non profits. And this is tony-martignetti non profit radio coverage of 18 NTC ladies. Thank you so much.

[00:57:23.70] spk_0:
Thank you, thank you. Pleasure.

[00:58:06.32] spk_3:
Next week there’s a good chance it’ll be privacy. Best practices on. If that’s not next week, it’ll be coming very, very soon, and something else will be excellent next week. If you missed any part of today’s show, I beseech you, find it on tony-martignetti dot com were sponsored by wegner-C.P.As. Guiding you beyond the numbers wegner-C.P.As dot com But Cougar Mountain Software Denali Fund is there Complete accounting solution made for nonprofits. Tony done m a slash Cougar Mountain for a free 60 day trial and by turn, to communications, PR and content for non profits. Your story is their mission. Turn hyphen. Two dot ceo Ah, creative

[00:58:45.84] spk_2:
producers Claire Meyerhoff Sadly, Boots is the line producer shows Social Media is by Susan Chavez. Mark Silverman is our Web guy, and this music is by Scott Stein You with me next week for not profit radio. Big non profit ideas for the other 95% Go out and be great talking alternative radio 24 hours a day.

Nonprofit Radio for November 2, 2018: Working Virtual & Map Your Data To Your Audiences

I love our sponsors!

Do you want to find more prospects & raise more money? Pursuant is a full-service fundraising agency, leveraging data & technology.

WegnerCPAs. Guiding you. Beyond the numbers.

Credit & debit card processing by telos. Payment processing is now passive revenue for your org.

Fundraising doesn’t have to be hard. Txt2Give makes it easy to receive donations using simple text messages.

Get Nonprofit Radio insider alerts!

Listen Live or Archive:

My Guests:

Heather Martin & Alice Hendricks: Working Virtual
We talk through the issues encountered when managing remote staff: technological; generational; emotional; measurement; recruiting and retaining. Our panel is Heather Martin from Interfaith Family and Alice Hendricks with Jackson River. (Recorded at #18NTC, the Nonprofit Technology Conference.)

 

 

Courtney Clark & David Mascarina: Map Your Data To Your Audiences
Feed your folks the data they crave. Courtney Clark and David Mascarina have identified 5 audience types and their data needs. She’s with Forum One and he’s from the Conrad N. Hilton Foundation. (Also recorded at #18NTC.)

 

 

 

 

Top Trends. Sound Advice. Lively Conversation.

Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.

Get Nonprofit Radio insider alerts!

Sponsored by:

View Full Transcript
Transcript for 414_tony_martignetti_nonprofit_radio_20181102.mp3

Processed on: 2018-11-11T23:57:20.084Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2018…11…414_tony_martignetti_nonprofit_radio_20181102.mp3.100731534.json
Path to text: transcripts/2018/11/414_tony_martignetti_nonprofit_radio_20181102.txt

Hello and welcome to tony martignetti non-profit radio big non-profit ideas for the other ninety five percent. I’m your aptly named host. Oh, i’m glad you’re with me. I’d be hit with strep. Oh, simba, leah if i had to read that you missed today’s show working virtual we talk through the issues encountered when managing remote staff technological, generational, emotional measurement, recruiting and retaining. Our panel is heather martin from inter faith family and alice hendricks with jackson river. I was recorded at eighteen ntcdinosaur non-profit technology conference and map your data to your audiences. Feed your folks the data they crave. Courtney clarke and david mask arena have identified five audience types and their data needs she’s with forum one and he’s fromthe conrad and hilton foundation that’s also recorded at eighteen. Auntie si, tony, take two who’s on first, we’re sponsored by pursuant full service fund-raising david driven and technology enabled tony dahna slash pursuant capital p well, you see, piela is guiding you beyond the numbers. Wagner, cps dot com bye! Tell us attorney credit card processing into your passive revenue stream. Tony dahna slash tony tell us and by text to give mobile donations made. Easy text npr to four, four, four, nine, nine, nine. Here’s working virtual welcome to tony martignetti non-profit radio coverage of eighteen ntc non-profit technology conference twenty eighteen we’re coming to you from the convention center in new orleans second interview of the second day of our coverage all our ntcdinosaur interviews are sponsored by network for good, easy to use dahna management and fund-raising software for non-profits my guests right now are heather martin, ceo of inter paid family, and alice hendricks, ceo of jackson river. Heather alice, welcome. Thank you. Welcome to non-profit radio. What have you wanted to be here? How’s? The conference going for you ladies? Great. Have you done? Yeah. Excellent. Okay, great. Next one. That goes good. Superlative. Have you done your session yet? We did. We were on yesterday morning. Okay. So, it’s all relaxing now? Right now, we’re just partying. Drinks last night. Exactly. Okay, all right. Your workshop topic is working virtual attracting and managing the best talent. I’m sure we have stats on how many organs non-profits have virtual employees. Or at least what the trends are. It’s it’s obviously growing. It’s really growing wouldn’t be here. And not only in the nonprofit world in the for-profit world as well, and especially in tech. Yeah, okay, absolutely it’s becoming it because of the technology that can enable easily to work from home, your chat technologies, videoconferencing, it’s become a thing and everyone is doing it now on exploring whether it works for their organizations a lot. Let me dive into the word, everyone not to quibble with you at all, but i was thinking generationally, are there fifty and sixty some things that are comfortable working, being virtual? Not well, maybe we’ll get to whether they’re comfortable having virtual employees. They will get to that. My voice is cracked like i’m fourteen get that, but how about being virtual employees themselves? Are they comfortable? I’m over fifty, so include myself in that? Are we comfortable doing that? Or, you know, i think it actually depends on the organization and it’s really dependent on the organization making the employees comfortable, and so i’m not sure i don’t know if you have any stats, but i don’t know from an age perspective, there’s a very good question about an older generation being comfortable having virtual employees under the managing them, however, as being the virtual employee, i think it’s all about how the organisation sets it up. Okay. Excellent. All right, so that there’s promised them for those fifteen. Sixty something? Absolutely. Okay. Okay, let’s, talk about it. Since since we’re skirting around it, how about comfort or discomfort with having employees being virtual when you’re over fifty? So i again, i i think that there might be an age discrepancy in the comfort, but i also think it’s just personality, and i’m finding that when i talked to a lot of people who are looking to work virtual and they’re asking me, what can i do to go to my manager, my supervisor and quote unquote, sell them on me working virtually my answer to them is find out what the resistance is. There is part of the resistance as we’ve always done it this way i need to see my employees to know that they’re working. And how do you get around that? Some of the key things that we talked about in our session are setting very clear goals and making sure that those goals are being met. But let’s, go to alice talk to flush out the gold. Gold setting a little. Yeah, i mean, i think that there’s not that much difference in terms of goal setting in terms of accountability for delivery, bols, that you’re supposed to be doing so used that the real issue is communication making sure you have a structure where there’s frequent communication and proof that you’re doing the delivery ble. So you’re measured not on a punch clock style of i get to work at nine. And i leave at five. And therefore i must have worked during that eight hour period you’re measured based on what is the work you were set out to do. And did you actually do that work in the time period? I said i would do it. So if you’re a project manager are working on a program area you work with your you work with your supervisor on here, the things that i’m going to get done at a particular time. And if that’s not done that’s ah, that that could be a concerned that’s a problem, but that’d be a problem in the non workplace too, but rather than time. It’s mostly based on work product. Okay, okay. So that should apply even if you don’t have any virtual, i think one of the things we found is that working virtually is this, or managing virtually is the same as managing in an office. But you just have to be much more intentional about what you’re doing. Much more intentional about your communication, understanding that you’re not gonna have that water cooler conversation, that someone’s not going over here. Something and understand where you are in a project and b ready to communicate with those people who are not physically in the office. But the management and the psychology of the management is very similar. Okay, it’s, very valuable, you know, and make explicit. Yeah. How about attracting people, teo a virtual or attracting the right talent so that we’re comfortable that they’re gonna work in this work environment? What do you, what you thought? Well, there’s. Two thoughts on that that i have one is what one is that your talent pool is the entire country or world, should you see fit? And there are wonderfully talented people in places that aren’t in the city or town in which your organization is located, and it gives you this ability to recruit from a wide place. And you can also hyre incredibly talented people from who have a wonderful life style. In a less cost of in my organization, we have people who live in a lower cost of living state than washington, d c where were based, and that allows me to provide a living wage and for my employees in that. But the other thing is just you, when you’re recruiting, you have to be very mindful of the interview process, and i think one of the things we talked about in our session was helping people figure out who these folks, how well they’ll respond to working virtually how do you do that in an interview? Yeah, who’s best with that, heather so so some of the things that that we recommend, some of the things that we recommend is number one, we use technology as a tool to enhance communication in a virtual environment. So sometimes you’re using video comp, renting just for a regular meeting, and you’re talking through instant messenger and there’s other ways you’re using technology. So in the interview process, i always recommend that people use the technology that you’re going to require those employees to be using during their job if they can’t do an interview on skype or zoom or appearance and it’s very uncomfortable, it’s not to say that that might not be a good employee for you, but you have to be aware that there might need to be some training or development on that tool for them and no going. Into that is important when you’re hiring that person, and if you see generally a discomfort with technology that’s a pretty big red flag, or or or a red flag that you might need to overcome or that person’s not right for the position, and then the other question is some positions just don’t lend themselves to working virtually, and you have to be aware of that when you’re hiring also what are from? Well, one of the easiest ones that we look at it if you’re an office manager and you’re managing the physical office days, it’s really difficult to be virtual when you need thio notice that there’s a crack in the ceiling where the vendor needs toe, you know, deliver something and be their way. We don’t have a tool for measuring the coffee level. Zack remotely happen. And now there’s an app for that you can probably it’s time for a break pursuing they’re e book is fast non-profit growth stealing from the start ups. They want you to see this because they’ve taken the secrets from the fastest growing startups and applied those to your non-profit it’s free as all the pursuant resource is, are you accustomed to that? Come on, it doesn’t even bear saying it’s on the listener landing page that’s at do you know where tony dahna slash pursuant capital p for please now back to working virtual or any others that stand out to you? I think it depends on the industry and what the job you’re doing. If you’re someone who does intake or you have to be there to welcome people into the office, you need someone physically there. There may be hybrids where sometimes people could work in the office and sometimes people could work from home. And i think thinking this through before you moved to a virtual environment or virtual job for that specific role is ki you can’t just say, ok, tomorrow we’re just gonna go virtual zoho alice, how do you how do you create this environment? Gonna be hospitable? Toe virtual? I mean it’s all about culture. You have to create a culture where everyone is communicating well with each other, where people know what the expectation is on response times of communication has got to start at the top. It has to start a willingness that you absolutely to accommodate virtual employees. Okay, so it starts there and how does that how does the ceo trickling down? You adhere to it. So rather than walking from my office into someone else’s office and telling them what i think they should know that maybe two other people who aren’t physically, they’re also need to know i will do that on a slack channel, for example. So i’ll use an instant messenger chat program, and i’ll put them all on the channel and talk to them all together at once, even though you were the mark, even if that’s the situation. Yeah, because it requires amount of discipline because you don’t want to leave people out. The interstitial conversation that happens at the water cooler can also be done virtually and that’s pretty important, too. Okay. All right. We’re going to get the tools you mentioned. Slack, slack channel. Is that that it’s? All okay, okay. A chat. It’s. Simple chance a chance. A chance for you. You’re over my head, but i’m trainable. Alt-right i could be a virtual employees trust way. Mind of some technology challenges there, but we could get there. I’ll be there immediately. Got the radio stuff? Yeah. I’m very good at that. I mean, i got knobs and everything in front of buttons and all. I don’t know what they do. Okay, what else? Uh, anything else about creating the environment, making inhospitable? I think some of the things that seem or some of the other things are making sure that your remote employees have the tools, whether it’s, the technology or even a monitor to go along with that laptop that you’ve given them because some some people who go into a new job, they’re given a laptop, they say work from home and it’s not as easy as just is your home office conducive and being able to help them think through what are the things that they need to set up in a virtual environment to make them successful and effective at what they’re doing. We talked about it a little bit about security and knowing what the security measures are. You can’t go into a coffee shop and work from your computer. Number one. Are you on the y fire you on the public wifi? Are you on a virtual private network? Are you using your hot spot? You’ve to go the bathroom and your computer’s sitting in starbucks do you leave it there and ask the person next youto watch your computer while you go to i mean, we set policies around these things, especially in organizations that have a lot of regulations on data and accessibility for their information. These are things you have to think about when you’re creating a virtual environment. Okay? It could be hip, baby what’s the credit card p c m p c i b c i okay, what do you do when you’re at starbucks alone? You’re on you’re on a vpn virtual private network? Yeah, you have to go the bathroom. You gotta close up. You use the diaper changing table in and you pull it down in the restroom and put your laptop on that. Take care of your business. Okay? It’s? Very. You know, i love the ditty gritty. This are listen, i mean, we’re all about real life here. Way need detail. You need clear policies around policies that people sign and everyone is very well aware of what the security policies, our protection use of technology. You said the company’s versus your pride, your personal technology home versus away from home. Okay, all right. Help me out here. Getting else what else belongs all this? What else belongs in our policy? Well, so there’s, we’re talking about there’s communication policies. How? I mean, one of the things that we found when we first started having more virtual employees. We started as an in office, evan was in the office, and as we grew into different communities, we had employees in different cities and states than our headquarters were located in and things like when i sent an email, i just need you to acknowledge that the email resent if you’re in the office and i send you an e mail and you haven’t responded, i could walk into your office and say, hey, you get my e mail even if you’re not ready to respond to it. I know you’ve gotten it, and by five o’clock that day, i’ll get an answer when someone’s virtual and you send an e mail, you have no idea if it got lost, did it go into their spam and you have to get some kind of communication with one quick got it. So we said a communication policy that says if i asked you something or requested something, you send an email back saying, i got it, and i’ll get back to you by wednesday period the end it’s all set, and so that that you need to be very much more aware of those types of things and other community way have communication policies that go along with that. Okay, alice, you want teo or policy statement? I mean, the security, i think, is the most important, you know, the email security, the hacking potentials. You know what happens also, when someone is let go, the lockout procedures, they have access to all of your systems, and they’re, you know, in north dakota somewhere to coffee shop, you have to shut down all of their access to things. So all of that needs to be planned at the level in the company. What are you going to do and how you handling staff with remote devices? Can we do this if we don’t have a dedicated staff person? And we don’t have a dedicated staff person? Yes, face-to-face so the family says the answer is yes, okay, because are you know, we’re small and midsize non-profits in this audience, listeners. So you you on board someone with technology when they leave, you do the same thing on lee with a virtual person, you don’t physically have them there, and so you have to do the same thing you would do if someone was in the office, but make sure you couldn’t do it while they’re not physically there. How did they get your computer back to you? Do they fedex it to you? Are you going to go pick it up somewhere if they’re not there? And so just those types of things need to be thought through, okay? No. Excellent. I love the policy statement details because this is stuff you have to think through, and then alice to your point, has to be activated, implemented on from the top absolutely can’t just have a policy and ignore it. You know, if if it’s the ceo hyre it’s a sea level person whose whose distant you know, they too have to say, i got your e mail and i’ll get back to you by wednesday, everybody has to play by the same rules. There shouldn’t be exceptions or any accommodations or anything else. Yeah. Okay, um, how about let’s talk about some of the needs that your remote staff has we’ve been talking about managing the office? What what special needs to the people? But we only see a couple of times a year that’s a great question, okay? I mean, i think they way it took that long, they need community, they need a partner, they need a buddy, they need to know that they’re not all alone. I’m so frequent meetings daily standup calls on dh heather’s organization native oppcoll standup called well, it’s a it’s, a phrase for a daily time when you just spend fifteen minutes sort of roll going around the company’s saying who’s doing what that day or our a team, if you’re working on a project together, you know everyone’s together on either a video chat or a conference call, or it could even be during us dahna slack channel or a skype group or a google hangout, or any type of technology that people can come together for a period of time. The more frequent that happens, the more connected they feel, and there is an issue of feeling lonely, it’s not that you’re just going off on your back room and typing all day long on your own, you need to be part of a community and part of a team. And the technology helps enable that. And heather’s organization there’s you do? What is it a buddy? So anyone who is new who comes on board there’s a couple things we do one is, no matter what level you’re at, you come to boston for a couple days, toe on board. You actually see physical people that’s probably essential. It’s, really? It was one of like he learnings when i started working virtually is to know that there’s a physical person and a physical space or just seeing meeting someone face-to-face gives you much more of a connection to them immediately. The other thing we do is when we hire people we kind of give them we give them a partner. So we hyre associate director her in l a and we put them with the associate director in atlanta. This is not a mentor. This is not a supervisor. This is someone you can ask the dumb questions too. Like, how do i get my expenses paid? Or i’m sure they told me this during orientation, but i don’t know what. To do about x, y and z and just having that person that you know you can go to is critical, especially when you’re by yourself in an office or in your home, and you’re trying to go up the learning curve of starting a new job. Okay? All right? What else? Uh, anything else to be a empathetic to our remote employees again, this is a typical management. I would say this you should be doing this any time is just everyone’s intent is good. Assume that is good and there’s a good intent all all the time. That could be that that that’s going to have implications for chatting any female? No, you can’t you’ll never hear the well, not never, but most of the communications you’re not going to hear the inflection in the person you don’t see the sometimes you don’t see the physical, you don’t see the physical, you don’t get the inflection, and so before you jump into anything or someone sent and i get this all the time and sends me an email and says i need blank, well, that could be taken in so many different ways. Are you demanding something from me did ice not get you something there’s so much in just those three words? And so my first thing is tio okay, they have good intentions. Let me follow-up you need blank by when? What is this for? Get mohr information, they’re not now. They could be like you haven’t done something, i need it now and could be screaming it could be screaming at you with the default is the default is not do that and what we do actually, as we have everyone’s created communications charter that says how they like to be interacted with. And so i understand if you are one of these people who sends very short emails, i also have the flipside where someone sends me seven paragraph emails to describe one thing. And so if i understand how you interact, i could read that email with that understanding, not teo immediately assume that you’re yelling at me in the e mails. Excellent. Okay, very valuable. Are anything else? Anything else to be supportive again? Empathetic to the remote employees if we covered it, recovered it? But i want to make sure we’re the only other thing i can think of is definitely getting together at least once a year with the whole team culture building wants that, yeah, it’s tough, it’s, tough in a non-profit environment where you’ve got a very tight budget, but we have prioritized and all in person meeting in boston, so we’ve got staff in california, in chicago, in atlanta and philadelphia. We make sure that we try in our budgeting process to bring everyone to boston for two days during the summer, not only for good brainstorming and thinking and strategy conversations, but also so they can connect with each other and have that community and build that in person conversation and feel comfortable with each other, and you feel like once a year is sufficient, you know, if i had the budget to do it more, i want a little longer, but all of that, yes. And so you have to take it for one of the that the tools that we talk about is the airplane. I mean, yes, it’s expensive, but it’s a really helpful tool to really get past some of the boundaries that are put up when you don’t actually physically meet in person. Alice, do you have a virtual employees also? Jackson river, thirty thirty. Thirty. Revoting entire organization is ritual. Oh, my god. Okay, where’s, the is there a physical office? There is a physical office with three people in washington d c yeah, but so we all behave as if were virtual. And there are many days that i don’t go into the office so in it. So you know, it saves a lot of money and transportation costs. It stays dry cleaning bills for everyone. It saves child care expenses. If you know it’s a very great way to have a lifestyle. Because yu yu have that flexibility, there’s also downsides to it. There are days that i wake up in the morning at six a, m and check email and all the sudden it’s too. And i haven’t eaten breakfast yet. And then i’m until six at night. So you know it’s a the same type of work-life integration needs to happen in a virtual environment as well as a physical office space. You know, you need to know how to take a break. You mentioned saving childcare expenses. So so the the remote employee it needs to be understood that the remote employee may not be immediately accessible right for a quick, you know, for for a last minute way gotta talk right now. So i think it’s about have something going on that is going to hold him up for ten or fifteen way try and make sure that people have adequate coverage to do their job during the day, the hours that they need to work. So we have a lot of employees that are at thirty hours a week because they want to spend more time with their families. Um, older children can be met at the bus stop and take care of themselves for a few hours in the afternoon, but the expectations of performance are still there. You know, we’re pretty high street standards of that, you know, we don’t want you to be distracted from your work. He managed the west coast versus east coast. Well, what is the west coast people have to do? The westfield people have to start at six a m local time. I think a lot of people do different policies on that. Our policy is that you work for the day that work the business day in the time zone in which you live. So it’s, sometimes hard if we’re dealing with europe and the west coast at at the same time because the time zones i don’t overlap is, well, every boy’s in europe, we don’t have employees in your body to have clients in europe. So it’s ah it’s a situation where we have to manage that, but there are organizations that have west coast people working east coast, ours you have that way don’t have explicit policy that you work those hours, but we ask people how early on the west coast, how early would you be willing to have a meeting? So we will not set meetings with some people? Some people are early morning people and they would rather work from seven to three rather than nine to five, and so we’ll work with your schedule individually and so we so there are some meetings i will have on the west coast is seven o’clock in the morning, but that’s due to that person willing to do that, we have a few minutes left still let’s talk about some of the tech tech tools back-up that was i gotta ask you about slack. But what? Black dot com how? Do we find it or what you do for us? Blackbaud comets, how you find it, you know, it’s it’s equivalent to skype or there’s google chat any type of chat software where everyone can log into and then there’s you can make groups in them. So the term for a group in slack is called a channel. And in our organization we have a channel for one of the channels is named lunch and if you’re going to be away for twenty minutes are going to lunch. We just take we just like everyone who’s in the company on that channel and say, hey, stepping away for a bit, i’ll be back in half an hour so we are all know it’s almost a cz though you would see me walk out the door, you know, and i instead of walking out the door i’m just telling that channel what’s happening there’s channels for each project also. So slack is a good one. Scott argast black is already a verb. Just like someone you’d like someone it’s a verbal. You skype someone you trust someone. Do you remember a well, instant messenger? That that was a one man was that you could use that well, i was. But okay, so slack for for chatting. A quick, quick chat about document sharing is simple google docks or something better. It’s a simple a school back and microsoft has a great year. We have this product microsoft’s one dr sharepoint microsoft suite has has a document sharing software. Ah, cloud based saving system skype is now skype for businesses and integrated with it. And so we’re using that in the office and then there’s there’s a ton of independent ones out there. And it’s, whether it’s, videoconferencing or it’s document sharing or it’s chatting there’s a ton out there. And i think it could be overwhelming. And for us it was evaluating what was best for our organisation and what our upper management was able. Teo use we talked about this before is modeling the behavior you want from your staff and so getting upper management on board was key. So one of our project management software we use a sauna, and we’ve tried three or four of them and our ceo like hassan, and so if she was going to use a sauna, we’re all going to use this on you and so i think that’s really important. It’s got to be easy to use and work for your organization. Calenda ring simple is good calendar ring, yet you have any other tools besides google calendar? We’re using outlooks calendar. Yeah, okay. Microsoft again. Yeah. All right. I think what other categories we need. Teo a video chat video is really important to scrape. A couple couldn’t do one on video with skype you khun duvette dio with google hangouts, but any time you can actually have an opportunity to see someone’s face and most of the calls we try to do as videos on dh, we find that that works really well. River again, the sense of community and if you can’t get together, that’s almost the next best thing and video has come a long way. The technology is more seamless than ever before, and so at least you’re seeing the person you might not get all of the nuance of the physical that that’s in the room. But you can see it in emotion or you can see a reaction to something which is super helpful or their cat walking of the cat we could get a lot of pets walking in front of the camera while people are on video that’s gonna be a lot of fun to talk about cats, but, you know, you have thirty virtual employees. You have fun doing it. I mean, oh, it’s awesome. Oh, it’s completely awesome is i love it. And well, you know, the best thing is that that people have really formed strong relationships with each other, they when you ask them what they like most about working here is they say each other, they say the people i’m here because i have connected relationships with other people on the team and to be able to create a culture where people feel connected to each other in a remote environment is is like, that’s the thing i’m most proud of, anything we’ve ever done, it doesn’t have to do their software product or what we’ve done to impact non-profits is the fact that we’ve had a culture of people that have had a wonderful time working and doing productive, impactful things. Jackson river always had a largest proportion of employees virtual from the beginning, when the beginnings and the culture to start about about it in the family way started as a two and a half person organization in the same way got to probably about eight to ten people in the office. And then our growth took us into different cities and communities. And that’s when we became virtual because of the growth, and so were probably half in the office in boston. And then half of our staff is outside and there’s one or two people in a city by themselves. We’re gonna leave it there. Excellent. Very much. Thank you. Alright. They are heather martin, ceo of interfaith family and alice hendricks, ceo of jackson river. This interview sponsored by network for good, easy to use dahna management and fund-raising software for non-profits. And this is tony martignetti non-profit radio coverage of eighteen ntc ladies. Thank you so much. Thank you. Thank you. Way. We need to take a break. Wagner, cps. Do you need help with your nine? Ninety or your brooks? Are your brooks or your books of those books? And brooks properly managed? Well, i could help you with the books. Eyes financial oversight in place so that your money isn’t going to fly out the door over the brook talkto wagner, partner, eat huge tomb. I’ve gotten to know him. I trust him. He’ll be honest about whether wagner is able to help you. You know where to go. Wagner, cps dot com now, tony steak too. I was at the lou costello statue in paterson, new jersey. Remember lou costello of abbott and costello and who’s on first. So what’s the connection, i hope, you know what’s on first is you’ve got to know that i mean who’s on first. Now who’s, what’s on second. I don’t know’s on third. I hope you know what i’m talking about. The connection is you gotta have some sense of history because this this comedy routine and the abbott and costello you they were from the forties, and if you want to be really successful, implant giving and you going to be actively talking to planned giving donors, you need to have some sense of history from the forties or fifties and vietnam. My video is that tony martignetti dot com now it’s time to map your data to your audience. Nces, welcome to tony martignetti non-profit radio coverage of eighteen ntcdinosaur the twenty eighteen non-profit technology conference day two we’re kicking off our date to coverage with courtney clarke and david mask arena all of our eighteen ntcdinosaur views are sponsored by network for good, easy to use donor-centric software for non-profits courtney clarke. Hello. Hello to you. Welcome. Let me give you a proper introduction. David, you could say hello. Hello, david. Mastering it from the convent and hilton foundation introduced himself. All right, david happens to be the digital communications manager at the conrad hilton foundation. And courtney clarke is managing director of user experience forum one. Welcome. Good morning. Thanks for having us kicking off. Thanks for kicking off with us. Hey, happy to be here. You’re workshop topic is data and audience connecting to create impact. Okay, let’s, start with you. David. What do you think? Non-profits aren’t getting quite right in this subject. Like, why do we need this workshop? To be honest with you, tell you, please beyond yeah, don’t wear really blunt with the arika there’s a lot of data collection that’s happening in the nonprofit sector, but people don’t really do anything with it. There’s like a statistics where it’s like a very, very small percentage of non-profits you do something with data? And, you know, for example, there’s so many data points that in any day, that non-profit collectibe we have overload, i mean, really was data over there’s like there’s, like this just beautiful dash was like, what do we do with this? You have to stay close to michael, okay? All right, so we’re overloaded. So courtney, what we’re trying to do and have you had your workshop yet? Yes, we had it yesterday, so you’re on the downside. Yeah, this is easy for you. So what you were doing and then? And what we’re going to do now is trying make sense of data that well don’t feel overloaded. Well, it’s, it’s mostly around communicating data and really being clear about who your audiences are when you’re doing that cause we have identified five different data, sort of consumers or data people who will consume your data, but they all need different amounts of information, different formats. So for example, like a data consumer, this is like an interested person in the public. Maybe they’re a news consumer. They don’t have a lot of domain knowledge always, and they don’t have a lot of data skills, so what, you’re giving them is going to be very different than, say, a policy maker or a date. A producer. Okay, someone who’s more in depth in the details of it already knows, has has a yeah, you’ve identified let’s. Take it from there. We’ve identified five different audiences. Is that right? That’s? Different, different types of audiences. Okay, what are what are the five? We should start there. Yeah. That’s okay, what? Five? I’ll start. Okay. The next one. So data consumer two and then three e before there’s a ping pong tournament here. But we’re not. We’re not going out today. Okay, fair enough. So first is i mentioned the data consumer. This is i hate it when people say general public, because here you’re not really targeting everyone in the whole world. So let’s be a little bit more specific news consumers, people who are already interested a little bit. Okay, okay. Like i said, not a lot of dough mean knowledge. Not a lot of data skill. What you’re calling this group the data consumer. So this is the person you’re like scrolling through your news feed you’re looking at your phone. Ahn, do you see an instagram? Post or something on facebook, or even in the press in the news. And what do you see? You see an infographic that’s, simple right language that’s easy to understand. The point is very clear. That’s for the data consumer. They don’t have a lot of power, but there are a lot of those people. Okay? Hey, name another one. The next one is the data actor. So this is who everybody is targeting. This is decision makers, policymakers on dh. These folks may have some domi. Knowledge may have a lot of durney domain knowledge, but they don’t have time. So even if they do have dana skills, the ability to analyze and understand massive amounts of data didn’t have time to do that. They have analysts who are helping them do that sort of thing. But very important people. They have the staff, they have the cloud. They have our policymakers decision. Is that right? Yeah. Okay. Okay, david, just give us our remaining three. So, of course, to consume someone has to share it. So you got a date? A promoter. So these were the bloggers he got you get the journalist. The advocacy for folks. This software developers, the entrepreneur. So these people are the ones who are, like projecting that data out there so that the consumer and the actor be able to see that. And then you have the analyst, which is very, very important a lot. You missed this one too. It’s, like now i have all these data is beautifully being shared out being read, who in a way is a domain expert, this staffer that’s going to be able to analyze and help advice, what to do with the data. And then finally, the researcher you got, you know, these air, the phd folks, these are you know, i was talking about like jin ho was their learning officer, that comet and hilton foundation she’s a researcher, and we recently did a site visit nairobi, kenya, for one of our grantees, shopko shining hope for community and they have rich, rich data they’re collecting around there, committing kibera and compare, by the way, is the largest of informal settlement in africa and think about, like, a size of, you know, central park in a compressor that seven thousand people and there’s so much data that they’re collecting about the community and helping them with their health care and, you know, with an education and such and community services in the way when she’s taught dana, she was just, like, drooling all over it. But she’s, like, i want to do something that and she’s such an academic she just wants to, like, basically designed something around it. So these air, like the data modelers is with the academics of phd folks that will help let’s take the data to a new level. Alright, much so our audience is small and midsize. Yeah, non-profit twelve thousand. So we’re talking a lot of people there in small, small and midsize shop. Yeah, they need to identify which of these audiences they’re talking to some some may never be talking to to the researcher, right? Or the or the data actor. They might not be doing lobbying, so they may not be. So you have to identify which audiences you’re talking to, right? You guys hear me? Okay. And your headsets? Yeah. Yeah. Okay, good. I don’t hear myself too well, but as long as you hear me, ok, you have to identify who you’re talking to you and then okay, so so i guess we’re going to get through now there are different data needs different ways of conversing about data with data to each of these different audience that’s right? You don’t have that, right? Yes, we’re mapping needs and method to the five different audiences and the knowledge that they have tio and the time, right? So i mentioned the policymaker. They may have some expertise. They don’t have time right on time, don’t time like the researcher. Whereas the researchers, like, get out of my way. Just give me the spreadsheet, all query my own database, okay? And then also in the spirit of being totally honest, so they have to be honest with yourself who you’re going to deliver the data to, like. If it’s your board, it’s your board and it’s. Okay, you know, and some people are like, oh, this is only for one very specific orders and that’s. Good, you know, because they’re being very, very honest with yourself. Okay, very good. So let’s, start with the ones that are most likely for a small and midsize not to be talking. So certainly data consumer. Yeah. That’s your nose. Your nose could be your donors. I know you’re not calling your donor’s, maybe even just board members. Okay? Data actor. Maybe it could be any decision maker that could be your board as well. It could be. It could be your boss. It could be somebody who is influencing budgets influencing programming. This is the person who has the power to make a change. So it’s therein you figure out which ones were going teo so they’re they’re in data promoter. That could be a journalist. Yes. Right. So that’s potential. The analyst remind me. What’s what’s the likelihood of a small mid size shot talking to the analyst sometimes yeah, for smaller medium non-profit portable. Forget it. Yeah, yeah. Bonem altum but scale that xero scales up now we’re not going right. We’re not going treatable, but let’s, just talk about it, okay? I think what i think what’s different, though, for smaller midsize non-profits is that the people listening may be the ones doing the analysis themselves. They may not have a supper analyst. Okay. Yeah, and many came from currently hilton foundations. They get smaller foundation. And a lot of us were multiple hats. So someone might be liberta both, but yet, yet they still move every important. Okay? They’re all in. Okay? Yeah. All right. So what do we do for the data consumer? How do we have a retailer to that audience? Yeah. They’re a couple of key things. That’s. What we need. Yeah. So one is use plain language when you’re communicating to them, they may not know who you are, what you do, why it matters. Plain language is really key. Sometimes people get a little too marketing me. Sometimes they get a little too research. E you need to be able to say what you want to say in a really simple visual with some simple language like you’re talking to your friends. Yeah, we were at a dinner party. You’ve got ten seconds to explain what this is and what matter-ness schooling for. Graphic. That will do it for you or something like that, right? Or even just like a data point point. Okay, we got to take a break. Tell us, for pete’s sake, think of the companies you can refer and start asking them that’s the first step. Well, actually, the first step is watching the video. Then you start referring the companies and talking. To them, you’ve heard the testimonials from the charity’s. You’ve heard the testimony from the companies. It’s. Time to get that long stream of passive revenue for yourself. Start with the video. That is the first step video. Is that tony dot, m a slash tony tello’s. Now back to courtney clarke and david mask arena from eighteen. Ntc what’s. The summary. Yeah, and a couple of that with something you mentioned visually could be motion. Could be a visual visualization of data. It could be a story. It could be a video that couples with the data because just it’s. Just a lot more impact for when you, when you when you pair it, but okay, let’s, start to make sense. Your data consumer is gonna be a lot more interesting story then your analyst or your research eggs? Absolutely. And during our session yesterday, there are people in the audience who talked. We talked a lot about how we paired data with stories because the narrative makes it so much more riel, it elevates the people that are actually being affected by this data. So there were some great stories about that. Okay, okay. Back-up let’s, go to the well, anything else about the consumer? I mean, this is this is this is probably our largest constituency. Yeah, so i think the other thing is to be clear about what action you want them to take because your data should support that action don’t just and and actually that came up from an audience member yesterday who said people weren’t being moved by the data and so that’s why they started pairing it with stories and once somebody gets hooked and they feel those heartstrings being cold or they feel that passion rise that’s when you gotta capitalize and be really clear what the action is, whether it’s donating, volunteering on asking for more information yeah, signing up for the male daughter, give us your new gives your email yeah, and think about the safety step back a little bit this like you have to identify goal, like whether you’re trying to accomplish with this data set and it would help you help you with to decide like what to share in how to share that welfare that’s always important place to start gold. What was the purpose of this, exactly what we’re trying to move people and then we try to move people to do and then be clear about exactly called. Okay? That’s, right? And the goal is the hardest part. Frankly, knowing the goal is the hardest part. It’s on so simple, but it’s like that ask why five times you got to get to the real root of why you’re doing this. All right? We’re talking about our actor actor. Okay, refresh my recollection, who’s, this decision makers, policymakers, people who are going to make the change that you want, sir. Yeah. Okay. Okay. How do we talk to these people that data. So the format is briefings sometimes it’s in the form of a press release. They need, like, think about a policy maker who has a staff and maybe they have to vote on a bill or make a decision. The staff member is the one who’s calling non-profits calling agencies and saying what’s happening in my district around this topic. So being able to slice your data by topic and location is really valuable to these folks and getting this summary out and again the action. What? Why does this matter and their actions going to be different than the consumer? Usually you’re looking for a decision, a vote, something exactly what you want to say more about the actual, i think something that’s adjustable something that if you could package it for them, like staying here, the key takeaways from this a swell, you know, think of this, like, you know, you know, working the communications team. And, you know, we provide press kits for people. And if you could provided that, you know, so so they could easily digest and help, um, guide them through the decision making process, i think will be the key. Okay. Yeah. Okay. And i guess also keeping in mind you you may not be talking to the principal. Yeah, right, right. It could be a staff staff, something. Usually it is so it’s. Gotta be it’s. Gotta be so your your urine for always going through someone to the decision maker way don’t love that. Right? Twice removed, twice removed from your there once removed from your data. Yeah, it happens. I mean, that’s what? Any communication, though. Anytime you’re putting something out, somebody could take it. Andi at their own commentary around it. That’s what? The data promoter that’s a that’s a benefit in a risk, right? Because they could date a promoter could be multiplying. Your audience is your audience, but they could be putting their own message. They could be manipulating the data in a way that may not be true to it. But, you know, were you everybody has had, you know, that journalist didn’t get the quote quite right? Yeah, you are taking over simplification exactly. If the press often has to do to make something interesting to readers, you know, put in a headline. Yeah, yeah, and the promoter should also think about, like, segmenting looking if they could do, like, a more targeted in a way, like, if they know specifically that they’re going to try to communicate. Teo, i think they’ll be the key as well. And you get to know your trusted data promoters, right? You know, the journalists or the bloggers are the advocates who you trust, who you align with the messaging around. So identifying those folks or maybe you don’t know them and you do a little research and you find out who you are, where, wes, you need to know within your sector who the influencers are. Absolutely yeah, i get a little bit of research. Goes a long way. Yeah. Back-up how do you feel about the standard press release? Since we’re talking about the audience of promoters, we’ll be sending it to either of you have, ah, opinion on press releases. Are they outdated there? Some school of thought that press release is dead. But it’s it’s still being used is using it. You’re still using journalists say they ignore them. Yeah, andi, and honestly goes back to relationship building, you know, like in communications, that our primary key is build relationships with with journalists. So when our press release passes through their deaths, they’d be able to, like sick. Oh, let me take a look at this and then dig deeper into the story for us. Just a little more let’s. Talk about building a relationship with a journalist before you want them. Tio, take some action for you to write about you in to quote you on that day’s breaking news. Yeah. How do we build that relationship when we don’t have a need? But, you know, we want to be in front of the person. Yeah. I mean, honestly, like i just it’s a good old fashioned relation building, you know, you have called them, reach out them email and called, you know, like you have no agenda, but i mean, this marketplace exactly you often cover way. Have coffee, exactly. What a concept. I mean, like, i’m also part of communications network conference, just another communications based non-profit unconference and a lot of journalists attend that and it’s a great opportunity, this plate, this form and ten is a another great form to meet people like i would add to that you need to be you need to understand that audience and you need to be curious about they have their own set of requirements that they’re trying to meet. They’ve got an editorial calendar there. Boss has told them what topics to focus on. They’re looking for. They need they need to youto help them connect the dots. So maybe don’t start with the ask, understand what they’ve been working on for the last month. What stories? What topics? And then being able to which, which, by the way, does not mean ask them what have you been writing me out? It means doing your research before you do the outreach, so that you know, so that, you know, you’ve shown that, you know, you show that you’ve taken the time to know what their beat is exactly not just asking you what do you write about lately? Well, it’s in the paper buy-in there dubai it’s on it’s, on the site, in the research, and then and then what are you working on next or what’s? The story you’ve been dying to write that you haven’t had the chance to there’s always a good answer for that and there’s a great conversation starter, especially like imagine putting yourself in their shoes, you know, like someone just roundly wants to have coffee with you, but you have no idea who they are didn’t even do any sort of research like and, you know, you have very, very busy schedule, and you have multiple crowdster headlines like we just need to remember they’re people tio don’t waste their time any more than you would waste. Teo spend the time with a potential donor. Exactly ask them what you’re worth. You’re not gonna ask them things that you want to know already write, write, write what is it about our work that he loves? Well. I’ve been giving to you for fifteen years, i think it’s, probably in my e-giving history, you know, don’t waste people’s time exactly, but but it is important to build relationships with exactly these influences. Okay, i would add to that there channels are largely on social media. If you talk to any journalists, they spend all their time on twitter. So if your twitter gene is not great it’s time it’s time. Learn what hashtags there using. Follow those channels, see who they’re following. See what they’re talking about. A great way to do research on also how to start to engage early on, even if it’s just observing. Okay. Okay. Very good. Okay, so i want you. I want to spend more time on that. I want to check my mike. Want to make sure that everything is good here. Okay, a little insecure about the way i sound. I don’t know. I sound you don’t sound good to me, it’s. Not okay to you, though, right? It’s? A little soft. Like i can hear myself. Really? I could hear myself, teo. You don’t hear me. According to richard it’s. Not as clear. Yeah, in-kind okay. And give. Myself a lot more volume. All right, now, my too loud. Ok, it’s. Good. Allright. Thank you. Time for our last break. Hoexter give quote, i compared a bunch of companies in my search for it hoexter donate company and text to give is the best hands down. They have b been beyond helpful. I can’t imagine anyone doing this better exclamation mark end quote that’s lauren bouchard from global commission partners in clermont, florida. Satisfied? She is with text to give you will be, too for info text npr to four, four, four, nine nine, nine. We’ve got several more minutes, and here they are for map your data to your audiences. Let’s, continue the analysts. Right. Data analyst. Refresh our recollection. David who is this? So this is the data expert this’s. The staffer that’s or consultant? That would help be a read data. Okay, and analyze it for you, like they be in a foundation. Now. I like the way i sound better. Okay? Like they’d be a foundation program, officer. It could be. Is that an example or no, i’m not necessarily. I mean, it could be a learning officer for the foundation meeting the one. Who’s like analyzing all the learning and data sets. Ok, he could be a data manager, you know, within an organization. Where would you? Where would you put a program, officer out of foundation? Someone who’s evaluating your grant proposal. Where? Where would they fit in these audience? Most like, i mean, it’s a little bit of both between the consumer and the actor, to be honest with you, because they’re both a decision maker. So they’re going to read the data and they’re also going to get this just like, okay, this is how my program is going and here’s how i’m going to act upon it. And here’s how i’m gonna adjust my strategy with it. Okay? Yeah. All right. So, let’s, go back to the analyst. How do we, uh, david? You keep going. What do we do with this? How do we talk to the analyst with our data? Go. No. Gosh, just give it all to them. Honestly, rod, they love him. They loved it. They love spreadsheets there. Said if they see a string of numbers, imagine like matrix type of thing. They’re like oh, my gosh, this is habit. Okay, okay. Yeah. It’s that simple? Well, they have, i would add that they usually have the domain a knowledge. Do you think of a policy maker? They haven’t education expert on staff or they may have an expert in international relations it’s that person who knows the domain quite well and feels comfortable digging through the data and furthermore to add to that, too is like if he providing which your goals and what your strategy is for and what they’re trying to provide the otherwise they’d be able to help you got guide you through the breeding process say more about that? Yeah, what shit a little bit, so think of him like, you know, like, if i’m like, if i am se the heather communications in the foundation and i’m like, i’m gonna talk to a data analyst we’re trying to accomplish x can you help me read through this day that what types of data sets can leave first collect and what’s up days says comey can provide so they’ll be able to accomplish that goal, then they were able to narrow down because otherwise they could they could. You stand in any sort of ways, but if you provide some sort of direction or gold. They’re able to, like filter things a little bit better for you. Okay, yeah, very good. Really good. And our last left audiences the researcher buy-in courtney yeah, the researchers are get out of my way and give me this red sheet they the like they may scan through your infographic, your visualization, your query tool. But really, they’re going to build their own query tool. They’re goingto grab that they’re the ones who are in sequel making pivot table like they’re doing all of it. Okay, we have jargon jail on twenty sequel i think people will know, but i’m going to pivot table. Alright, excel itself. Okay, sorry, i’m taking a data analytics class so i’m learning this stuff, so i’m excited to be able to talk about it just dropping, dropping top, but, yeah, i imagine you’ve got an excel table that is so large that you can’t open it x l can’t open it. That is what these researchers are are working in and they’re very comfortable working in and they’re the ones who may even be collecting data as well as analyze sing it for themselves, so think of it like a like a layer deeper than unless they got analysts who may rely also some visualizations. And of course, like a deep amount of pressure. But these guys are like they’re just like neck or forehead, deep of like numbers and data, and they want to do everything themselves. Yeah, yeah. So one one important thing here we have worked on a number of data projects and for non-profits or foundations any group who wants to attract many of these audiences, the keeping with researchers is you have, like, the get data page or sometimes we’ll put it in the footer and it’s, like, just download the excel spreadsheet because i keep saying it, but you got to get out of their way. Just give them what they want, okay? Okay. We have, like, another minute and a half or so do you have tools? And, uh, in your description, you mentioned choosing the right data tools. Any tools we can introduce briefly that you like, i mean, to be honest and this is like, tio, you get off being out of keeping it will be really hash tag riel here, please place if you’re old website have google and alex installed. I mean, you’d be surprised how many webs are out there and smashing non-profits believe that twenty nine, twenty nine percent of them are using do or not. Okay, okay did not have google and licks and police bare minimum do that and they said, like have i think the fun? Nothing is like have goals, you know, before it was like before you venture into the day the world? Yeah, there is there’s a great study that every action did called the state of non-profit data. And you can it’s from twenty sixteen. But it’s a great read a page i recommended. Okay, we’re gonna leave it with we’ll leave it there without recommendation. All right, all right. They’re courtney clarke, managing director of user experience at forum one. And david mask arena digital communications manager at the conrad hilton foundation. Courtney and david. Thank you so much. Thank you so much. Pleasure. This interview along with all of our eighteen ntcdinosaur views sponsored by network for good, easy to use dahna management and fund-raising software for non-profits. Thank you for being with non-profit radios coverage of eighteen ntc next week the buy-in bitches getting buy-in from your leadership. If you missed any part of today’s show, i beseech you, find it on tony martignetti dot com, responsive by pursuing toe online tools for small and midsize non-profits data driven and technology enabled. Tony dahna slash pursuant capital p well, you see, piela is guiding you beyond the numbers. Bradunas cps dot com by tello’s, credit card payment processing, your passive revenue stream. Durney dahna slash tony, tell us and by text to give mobile donations made easy text npr, to four, four, four, nine, nine, nine a. Creative producers. Claire meyerhoff, sam leave lorts is the line producer shows social media is by susan chavez. Mark silverman is our web guy, and this music is by scott stein. You need me next week for non-profit radio. Big non-profit ideas for the other ninety five percent. Go out and be great. You’re listening to the talking, alternate network, waiting to get you thinking. Dahna good. You’re listening to the talking alternative net. Are you stuck in a rut? Negative thoughts, feelings and conversations got you down? Hi, i’m nor in sumpter, potentially ater tune in every tuesday at nine to ten p m eastern time and listen for new ideas on my show. Yawned potential. Live life your way on talk radio, leo dot n y c geever. Hey, all you crazy listeners looking to boost your business, why not advertise on talking alternative with very reasonable rates? Interested simply email at info at talking alternative dot com. Do you like comic books and movie howbout, tv and pop culture? Then you’ve come to the right place. Hi, i’m michael gulch, a host of secrets of the sire, joined every week by my co host, hassan lord of the radio godwin. Together, we have, over fifteen years experience creating graphic novels, screenplays and more. Join us as we bring you the inside scoop on the pop culture universe you love to talk about wednesday nights eight p, m eastern, talk radio, dot and wives. Dahna did you know you’ve been playing poker your whole life, even if you’ve never played a hand of cards? Hi, i’m ellen lake and author of polka woman and host of the new show. Poker divas on the show. I talk about poker strategy helps you win in business, life and love. Tune in live every thursday, one p, m to two p m eastern standard time on talk radio dot n y c you’re listening to talking alternative network at www dot talking alternative dot com, now broadcasting twenty four hours a day. Are you a conscious co creator? Are you on a quest to raise your vibration and your consciousness? Um, sam liebowitz, your conscious consultant, and on my show, that conscious consultant, our awakening humanity, we will touch upon all these topics and more. Listen, live at our new time on thursdays at twelve noon eastern time. That’s, the conscious consultant, our awakening humanity, thursday’s twelve, noon on talk radio. Dot buy-in. Dafs you’re listening to the talking alternative network. Yeah. Buy-in.