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Nonprofit Radio for October 6, 2025: Your AI Brand Footprint

 

George Weiner: Your AI Brand Footprint

What is this thing, why should you care and what can you do to improve it? George Weiner returns to acquaint you with his company’s study of how Artificial Intelligence will influence giving in Q4. Then he explains the implications of the research, including that last year’s content strategy is obsolete. He also brings tactics for you and your content to get the recognition you deserve from Google Gemini, ChatGPT and their colleagues. George is Chief Whaler at Whole Whale.

 

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Welcome to Tony Martignetti Nonprofit Radio, big nonprofit ideas for the other 95%. I’m your aptly named host, and I’m the podfather of your favorite hebdominal podcast. Oh, I’m glad you’re with us. I’d suffer the embarrassment of Onicotrophia if you nailed me with the idea that you missed this week’s show. Here’s our associate producer Kate, to give you the highlights. Hey Tony, here’s what’s up. Your AI brand footprint. What is this thing? Why should you care? And what can you do to improve it? George Weiner returns to acquaint you with his company’s study of how artificial intelligence will influence giving in Q4. Then, he explains the implications of the research, including that last year’s content strategy is obsolete. He also brings tactics for you and your content to get the recognition you deserve from Google Gemini, Chat GBT and their colleagues. George is chief whaler at Whole Whale. On Tony’s take 2. Hails from the gym If she can do it. Here is your AI brand footprint. It’s a pleasure to welcome back George Weiner. In 2010, he founded Whole Whale, a top 100 nonprofit focused digital agency supporting analytics, advertising, AI capacity, and digital fundraising. George is chief whaler. He’s also the co-founder of Power Poetry, the largest teen poetry platform in the US, a safe, creative, free home to over 1 million poets, and CTOs for good. A group of tech leaders at nonprofits that delivers social impact primarily through technology and digital strategy. You’ll find whole whale at wholewhale.com. You’ll find George on LinkedIn, where he is very active. Welcome back to nonprofit Radio, George Weiner. I’m, uh, I feel like we haven’t learned a lesson. You keep having me on. I’m honored every time I get the invite. I was like, wow, I didn’t mess this up. Thank you. Yes, no, you, you’re, you’re, you’ve earned a repeat, repeat appearances, absolutely. Um, you know, I, so I was happy to, uh, read the bio that you provided, but I don’t, I don’t think it captures. I don’t, I don’t, it’s not the bio that I would write if I were you, because, you know, you have this enormous tech background that you do go on, the bio does go on, which I did not mention that you were chief technology officer, I believe it was for 7 years at dosomething.org, which is enormous, enormous, turned into the enormous data capturing. And uh uh assistance for activating young folks, that’s enormous, but I would, so that they’re not that that that is to be minimized, but I still don’t feel like this all captures. I mean, you’re, you’re the, you’re a tech guy who understands it, explains it, uh, simply talk about like, I mean, you, you get in the weeds of tech. I mean, you’re like a coder. You write, you write lines of code. I do, I have, I’ve come in and out of it, interestingly, I used to be very actually like in the technical writing code and then I hired people smarter than me to write much better code and then I came in and out a lot of data, analytics, advertising. I love learning, I love understanding and then. Helping nonprofits find the angle, right? Like how do we leverage this thing? I’ve I’ve studied the whole book, just read page 17 and do it this way is what I love kind of getting at and recently I’m very heavy into coding again, but frankly with AI assistance um and and building up calls writer.AI, which is a great customized platform for nonprofits creating, um, creating AI generated content and I do it in as safe a way as possible. Exactly. Uh, yeah, so that’s kind of what I wanted to, uh, I’m glad that you, you mentioned. I wanted to get to a little bit, Cowriter.AI, a proprietary. Whole well created. Is that right? right? Yes, I, yeah, that, that guy, that’s the coding that I was referring to. Maybe you hired smarter coders to do better at it than than your initial cuts, but, uh, which. Nonprofits can use and train. Cautiously on their own, have the, have the model trained cautiously using their own content. Exactly, yeah, for you, not on you in the sense that we build it so that there is a central source of truth that is stored and protected for you that can then be pointed at any model and then custom built prompts and guidance based on what your team needs to do today, and we delete every chat every quarter and pay for carbon offsets on all of the queries uh that are conducted to try to at least approach carbon neutral as. Uh, difficult as that calculation is. Well, I admire the attempt. Um, you’re also a whole well certified B Corp, so you’re, you’re, you’re committed not only to the environment, but also to the, uh, to the causes of, of, of social impact. We’re trying. I think I’m really excited though about the upside of AI while still like having my little Tony voice in the side of my ear being like, Well, but what about, what about like this, it’s gonna steal the content here, it’s gonna cause this, and I feel like this um AI study that caught your eye sort of like really walks down this tiny tightrope of I’m excited, but also I, there is caution to be had for some of the insights we found. OK, we’ll, we’ll get to some of those, but I’m glad that Tony voice, um, accompanies, I’m not gonna say haunts you, accompanies you. The Tony voice accompanies you because I do have my concerns which I’ve, I’ve shared with Beth Kantor and Amy Sample Ward and then you, um, so listeners are acquainted with my. Uh, skepticism, concerns about the, uh, the, the widespread adoption of artificial intelligence and, uh, large language models, so. I’m glad my voice is accompanying you. Yeah, and I like, I like the, the, it’s like respectful challenging too when you come at it. I think there’s some folks that shut down arguments and be like, you’re wrong, I’m right, you’re like, you have this very like clever way of getting in my head on, you know, the edge cases that come up and I’m like, damn it, how am I gonna answer this for uh for for this type of argument and it’s important. OK, thank you. I’m glad. right. Um, the AI brand footprint. Uh, you study? Because uh you’re concerned that uh AI is gonna have an enormous influence over giving decisions in the 4th quarter that we are now in, right? AI. AI’s influence on giving. See, my questions are so you can’t even, where’s the question? The guy talked so long. I, I, where’s the kernel of the question? Yeah, you’re concerned about the, the artificial intelligence’s influence on our millions of giving decisions this, this, these 3 months. It is going to be an unprecedented influence for AI on philanthropy, and that is maybe a hyperbolic way, an excitable way of saying that AI continues to grow in its answering of questions we have. And as that happens, one of the questions that comes up in Q4 is what are the best animal nonprofits I should give to? What are the best ways to support mental health and youth for charities I should donate to? Where should I give for the most effective cancer fundraising efficacy fill in the blank of your cause? Those questions are going to be answered. In the millions of numbers controlling billions of dollars. I thought it was worthwhile to take a quick look at. The data behind that. OK, so you looked at 6 different Large language models. I’ll let you name them. I have them listed here. Oh you want me to name them? No, no, no, I can go through it. It’s like a lot of technical, um, but I know there are some, some geeks among us and so here was our methodology. Um, we looked at 12 different cause areas and then for each of those areas, we chose 10 sort of iterations on the types of questions. A potential donor might make alongside those. OK, the next step is where should we test this? Should you just choose one model in the corner of the room? No, anything worth doing is worth overdoing, as I like to say. So we looked at 6 major models that kind of comprise the landscape as we see it, Gemini, OpenAI, and Tropic, meta Grok just in case, and um, you know. From there and also sorry, perplexity and from there we then literally send requests to all of them multiple times, get their responses back, and then analyze them. There’s a number of reasons for doing this, but on one level, we also have to understand this is a probability. It isn’t like Google search rank where I can definitively say you’re #3, you’re number 1 like. That’s not how this works. It’s like rolling dice each time, but when you roll dice enough times, you get that little nice little bump, the Gaussian distribution of a lot of things here and then out toward the sides less and less. I wanted to understand a bit more about the distribution of nonprofits being recommended in each of those areas across those models. How many flags of jargon am I gonna get thrown at me right now? No, that’s OK. No, you’re all right. Um, I do want to clarify, Gemini is the Google, uh, the Google product, uh, just to make that clear for folks, uh, and Anthropic, uh, is named Claude. I don’t know if folks might know that it’s Claude or Anthropic. OK, the other ones I think people are familiar with X is Grok, etc. um. OK, no, no, you’re OK, jargon jail. I’m, I’m listening. Uh, I’m, I just don’t wanna go to jail too. I’ll let you know. I’ll let you know. All right, so that’s a lot of questions because you 12 cause areas times 10 questions, different iterations of questions times 6. So 12 times 10 times 6 isn’t that something like 720 or so? Different over 700, but more importantly, like we’re talking about millions of words being analyzed by the end of the day because each of those prompts comes back with a bunch of texts that we then have to parse. Uh, and then from there what we did is we have to figure out like, all right, you know, what is the there there in this prompt and we began to go by counting the number of mentions of unique nonprofits as well as sources of influence. What does that mean? It means a lot because who did the AI point to as, who according to whom is this charity? Verified quality of donation. This is how we get to our first action step because there are some very clear, clearly prominently mentioned influencers that because see this is the value, uh, it’s more than, you know what, we’re not even gonna talk about who was the top named mental health cha or or the most common named animal welfare charity. We’re not gonna do that because I don’t think that’s where the value lies. The value lies in recognizing. Now see, I’m trainable, George. I’m trainable. Uh 63, but I’m still trainable. The, I think the value in this study is, is the, the threshold recognition that artificial intelligence is Capturing you, it cares about your work and, and what does, how does it learn about your work? What does it learn about your work? What does it say about your work when people ask either specifically about your charity or generally in your cause area or any other, any other reason you might show up in a, in a, in a search result? AI cares about. AI is paying attention to, and I don’t know, cares about is maybe a little overstatement, but AI is paying attention to you, to your work. OK, so let’s go to our, uh, our, our first, our first real, real takeaway, the influencers. I’ll let you name name the most common influencers that nonprofits have got to be, if they wanna be, if they wanna be thought of well by by these large language models, they need to be. Uh, um, approved by or have high standing with, who were these influencers? Yeah, I, I think this is an interesting way to answer this question is actually to give you a section of one of the responses from one of the prompts from one of the models, and I just want you to consider the implications and the prompt I gave this model, and this was a Gemini model was where to give for animal organizations like it’s kind of disfluent and sort of how I put it together, but where do I give is the central question I asked. And there’s one prompt that came back. It said before donating, always do a little research. Charity watchdog sites, these sites evaluate charities and efficiency and program spending. Charity Navigator, GuideStar, now Canada and BBB Wise Giving. Check their websites for their mission statements and how they use donations, local reputations, and finally, financial efficiency. A good rule of thumb is at least 70% to 80% of their budget should should go directly to program, not administrative costs or fundraising. You’re right. That’s instructive. All right, so that, that’s a pretty, that’s a, that’s quite a good answer. I like that answer. Yeah, I think unpacking it sometimes though is that what you’re hearing are, it is not going to primary source, it is going to evaluation platforms, your charity navigator, your guide star, your BBBY Giving Alliance, those public profiles matter more than ever. They mattered before, but they matter in your mind. You’re like, oh, you know, like a donor’s gonna like do some research and go check it out there, like, no, no, no, no, no, this is being baked in. Up front, before someone even finds you, they’re finding what other people think of you on these sites and others. It’s different. Huge takeaway, huge takeaway. um Give Well was another one that was named another influencer, yeah, no, but you were, you were quoting from 11 prompt out of that one response out of 1700. So, um, OK, Charity Navigator, uh, guide star, which is now Candid, Better Business Bureau, Wise Giving Alliance, Give well. Take away number one, you, you’ve, you’ve got to be thought of well, you’ve got to be well ranked. Not, not quite for the reasons. I mean, the, so, I mean, George, the reasons that we thought they were important still exist. There are still people who, uh, my dad before he died used to get the Better Business Bureau, Wise Giving Alliance printed guide. And he would check, check to see if uh a charity that sent him mail was listed in the printed guide. So I’m not sure people are using the printed guide too often anymore, but They, they are looking, the people who do go to your site are looking for those little, those little badges, the, uh, the, the high ranking badge, the platinum for Charity Navigator, etc. But now, even more so. The large language models are using the influencers, like you said, George, the 2nd order. Recommendation or, or, or evaluation sites, not recommendation, evaluation sites. In their, in their, in their responses. Yeah, and those types of giving guides, third party validation, there’s a lot to unpack there, but it’s not just, hey, let’s update our website, it’s go there. Another sort of nuance here were um mentions of GoFundMe. I was kind of curious when I was looking through the data of like, alright, how much of this is gonna be like. Find individuals and go that route and what we found was based on the mentions of GoFundMe and the request of like how do I help let’s say um youth mental health or poverty issues, right? Where should I go, how should I help? Like it’s an open ended question on purpose. We, we did want organizations we wanted what is it and how is it advising and for GoFundMe mentions actually, uh, 70% of those mentions came from Grok. So in the land of Grok, which is Twitter, which is X, which is Elon Musk, just to get all of the bingo cards there. It is disproportionately recommending to go to GoFundMe. It also recommended charities, mind you, but I found that interesting. Part of that is in the training set and part of that is in the sort of, you know, we do our own homework but to a bizarre degree in there. So, so Grok was looking at the, the frequency of GoFundMe campaigns for charities as a way of determining whether they were a good place to give. They first off, are meant we are meant, we are analyzing its responses across all of those causes, right? Every single cause, every single chance. So across all of those tested areas, we were seeing that it just surfaced that the user should go find and look. For someone in that cause area to donate to on GoFundMe as a point of helping that particular cause. Why that happens, you can speculate, but actually, you know, it’s training data set. There’s a lot of people that go on to X saying, hey, I need money for this, go, you know, fund me and GoFundMe, and that type of link and that type of cause might be overweighted, plus potentially an underlying, um, frankly baked in mistrust of institutional organizations. That’s a bias. Grok Grok had a, had a bias for GoFundMe campaigns. They all have a bias. Right, let’s talk about some of the biases, yeah, because, because this gets to what The large language models think of your nonprofit in the, in, in some of these biases, and then, of course, we’re gonna talk about what to do, how can you Enhance your AI brand footprint. In, in light of what we’re learning from the survey. So let’s talk about some of these biases like size, the, the, the ones that I, the ones that I saw, the, the, the results, these were. I don’t know, maybe not. 100%, but these were very large charities. They had large digital footprints. Yeah, in in most of the cases where we then do a sort of top 10 breakdown, we have a like a herding effect where it is the the larger, more well-knowns, uh, are at the top, you know, you look at the environment we end up with, uh, just using that as one example, the environmental mentions by model like on Gemini, the top two are environmental defense fund and the Nature Conservancy. And then on Anthropic, which is Claude, World Wildlife Fund comes up first, and the Nature Conservancy, Nature Conservancy wins on Open AI uh on Grok, World Wildlife Fund wins on Perplexity, the Nature Conservancy wins. So you see, it’s like the sort of jockeying, but those are massive organizations and you have to go down pretty far to you get to something like an Earth justice or Oceana or um. I’m trying to find like Arbor Bay Foundation, which is just not small, uh, defenders of wildlife, you know, coming in at the tail. Those aren’t the household names. Nature Nature Conservancy, World Wildlife, or well, yeah, um. All right, what other, so size, so, so our listeners here are in small and mid-size nonprofits. They are likely not in any of the environmental causes you just named specifically, and they are very likely not in any of the biggest names in any of the 12 cause areas that that you evaluated, but. I hasten to add there are things you can do. We’re gonna get there we’re gonna get there it’s coming. The fear not, as Grandpa Martin Eti used to say. Nunjawari In his, in his New Jersey Italian accent, Nunjawari, there are things you can do. It’s time for Tony’s take too. Thank you, Kate. I have a new tales from the gym. There’s a woman who’s been coming to the last. 3 classes, uh, that I take every Tuesday morning. It’s the only class I take each week, just, I just go to this one class. And she’s, uh, she’s quite active, she does, it’s an aerobics class, she’s does all the weights, she does most of the moves, you know, like we’re stepping back and forth or side to side, things like that. She’s, um, she moves pretty well. I, I, I have my eyes on her because uh she stands right in front of me all three times. She’s been right in front of me in class. And the thing is, you know, she, she’s got all this activity for the hour long class. But she’s on supplemental oxygen. She’s got a tank down next to her and the tube and the cannula in her nose, the whole class. So there’s some things she can’t do like she can’t step too far forward or back or side to side because the tube isn’t that long, but she moves enough and she keeps up. You know, like, yeah, I can’t help but see her. You know that just makes me think, I mean, if the woman with supplemental oxygen. Stays energetic through this hour-long aerobics class. Anybody, almost anybody could be working out. There, of course, there are people that are. More compromised than just supplemental oxygen, but. You know, anybody who’s not on, on oxygen, uh, we all could be working out to some degree if if this woman can do it. So she’s, she’s, um, pretty amazing, pretty, uh, uplifting and encouraging. That’s another tale from the gym. That stories take two. Kate I don’t know if you follow like gym, TikTok or anything on like Facebook or Instagram, but now I’m seeing a lot of fitness instructors coming up with different um workouts that are seated for people with maybe mobility issues or any sitting down um disabilities. Um, but that’s great that she can get up and do it and enjoy it and still be active with something that’s probably heavy, you know, to carry around. Yeah, well, the tank is, but it lays on the floor. Yeah, I, I haven’t seen any of that on TikTok or Facebook or online, but I, I have seen chair yoga. Which is, that’s for older folks who do have mobility issues. Balance, you know, balance could be an issue. Uh, there is chair yoga out there. We might, I don’t know if we do a chair yoga class in my little beach town, Emerald Isle, but I, I’ve seen chair yoga. But yeah, the woman is, um, is greatly uplifting. Yeah, she’s uh. She’s moving. It’s awesome. We’ve got Boku butt loads more time. Here’s the rest of your AI brand footprint with George Weiner. Other biases, what, what other biases did you find in our uh Our large language model friends. Our large language model friends, this kind of surprised me. I don’t know if you can classify it as a bias, but it kind of getting back to the herding effect, but in the number of charities mentioned, like the unique number of charities mentioned really surprised me between the cause areas that we go between. So something like the environment or poverty, there was a range like unique nonprofits mentioned across all of our sampling of 127. OK, I then go to something like cancer. And there’s a 30 organization spread that is massive. I was shocked. I was like, shouldn’t they all just probabilistically find a large number of things? There’s extreme herding in certain cause areas and action step that you might use here is actually do this type of research for your own backyard. Abstract, pull back and say what kind of question might somebody who’s caring about my cause area and my locality put in to find the most effective, best run, greatest places to give for X, and see who shows up, but remember you want to do this on a like incognito, not influenced by your own GPT if you are paying for it, I’ve trained it, you want to actually have it from a cold start. That isn’t biased by your bias and your information because then you’ll be like, obviously you’re the best mirror mirror on the wall, like, hold on. So does that mean you shouldn’t even do it from your your nonprofit, your your office browser? Is anything that’s passing in information to it, like geographic is fine, but I would say any other things that are passing information are essentially tainting it and tilting it toward something that’s more relevant to you when in fact, You want something that is better reflective of the underlying biases and approaches of that model to sort of explore it. We actually use direct to the API calls so we know exactly what information we gave it and exactly what we got back and could kind of like clean out the clutter, so to speak, of any customization going on or cache information or browser um influencer. Here’s a tip. Actually, no, here’s a very, very hard tip, and you’re like, I don’t know where to start. I want you to go to the site open router.AI. And that will let you just mess with whatever model you want and see what happens with you getting full control over the data that are being sent. Router. What does this do? Just look for router. Yeah, yeah, yeah. OK. All right, so that’s a, are you saying that’s like a safe place that that’s it’s less likely to be tainted. It will let you test different models side by side in a way that is safe in this land and gives you control over more of the variables and it’s really like kind of elegant for side by side comparisons. OK, OK, very good. All right. Um, All right, so Let’s move to, um, you know, what, what small and mid-size shops can do. Now, part of what they can do is what you are doing at whole well with AI brand footprint. Which I am helping you to do. I am propagating this for you. So explain what I, go ahead, you flesh out what I just said that I know you’re doing that we are helping you with. Uh, by the way, thank you for reinforcing AI brand footprint. Why we keep using this term is because it is a concept that we created at Wholeal to explain what’s going on when you’re discussing this ecosystem of information that AI is talking about and representing your brand on. You’re not getting a lot of data about it. But you know it’s happening. You’re starting to hear maybe somebody in development department be like, you know, they heard about us from, uh, they said from chat and it’s like, oh, that’s interesting. There’s a whole ecosystem out there and we’re just sort of, uh, scratching the surface of it with this study, but you should begin to care about what that footprint looks like, what’s influencing it, how big it is, if it is growing, or if it is shrinking. Why I am focusing on and why I love the fact that we’ve mentioned it like 17 times now is because we are trying to put this concept out there, imbue it with meaning and connect it to us so that when, not if, and it already happened. That Google overviews, that’s the little AI answering when we do Google searches, talks about this concept. It attributes it to us, it surrounds it with our lengths and our language rather than literally stealing it and just throwing it into the soup that is the overall. Uh, you know, word salad of the AI systems. So to pull back, how do you imbue with meaning, own concepts and encourage attribution? There are some number of tactics, but that is the game we are currently playing and laughing about as our inside joke here. Exactly. So we’re not gonna leave. Nonprofit radio listeners, you know, wondering what are some of these tactics? How can you Create something around your work that’s unique, will be attributed to you when, as you said, when not if the, the, the large language models find it. How do you How do you identify all this, bring this all back to you and your site, your work? Because you’re doing this is exactly what whole whale is doing with AI brand footprint. There I said it again for you. It’s gonna be in the, it’s gonna be in the transcript. It’s gonna probably be in the show note. This what, what, what tactics can we all learn from what you’re doing at whole well? So the content that we used to write for AI engine, for for SEO search engine optimization is dying. The idea that all I have to do is answer a question accurately and I’ll get credit is dead, because also if you realize that the AI could answer the same FAQ question, generic, hey, how many. Uh, how many ounces are in this amount of thing like that information has been commoditized and will no longer bring you traffic. Your 10 facts about this issue is not going to work anymore. What will work are first party data. What kind of information can you bring to bear on this topic? Have you surveyed your audience? Another way to think about it is according to whom? Is there a testimonial, a statement that can be attributed to the CEO, to the founder, to the stakeholder who received the service, because when AI comes and summarizes and takes that content, it actually is sensitive to uh trademarks, first party data attributes. and saying, oh, according to the local animal shelter or youth center leader that this is the thing you’re like, oh, that’s tied and anchored now to something that the AI will respect. I think there’s a lot to unpack in there, but hopefully you begin to see the nuance. This is all about optimizing content. For the, the AI tools, right? You’re, you’re, is that, or this is a subset of optimization. It’s a way to make sure AI respects the source attributable to the content it has scraped and taken from the site. More and more we’re going to see increased traffic from these AI bots that are coming to, you know, answer somebody else’s question and maybe they show where that information came from and maybe they didn’t. And in doing that, these are the initial phase of tactics when you create your content and also, frankly, it’s putting The human back in the content, like the stuff I think we may look back at writing of uh the how to like tie your shoe content like because it gets traffic was not that relevant to our organization like the, you know, 15 cutest cats to promote our thing really was only getting people on a very high level to maybe browse through our site. So this is hopefully return to real content. OK, but that had value. Um, the, you know, the 15 cutest cats. All right, well, well, let me take a look at this shelter. Maybe this is a, if it’s, if it’s a local place, maybe, uh, maybe I’m looking to adopt, maybe I’m looking for a place to volunteer or obviously maybe give, so that, I mean, as, as a, as the beginning of a pipeline. That had value. It probably still does have, it does still have value, but what, you know, what you and I are focused on is the, the AI. Evaluation of your work. And from that perspective, the 15 cutest cats. Not valuable. It won’t drive attention. I mean, we are still humans here. This is where Tony voice is like on your shoulder. No joke, like cats. OK, OK. However, the fact, the nuance, the difference here is that you won’t get the attention you used to for that article. It used to drive attention. Without attention, you’re not gonna get the 1% of those people sticking around and giving you their email, of which 1 out of 10 makes a donation. That flow of traffic has been severed and is in the process of being severed, and you can see this action step. Look at your organic traffic year over year. It is at best flat if not going down. Even the smartest folks playing the game are publicly saying we’re in trouble when it comes to organic traffic. So that game is like, we’re on the decline. Uh, to come back, does that make sense? Yeah, yeah, it does. Um, that is, that’s what I’m talking about, it’s a source of organic traffic. But I’ll play the cute cat game if you want. So let’s say I’m sitting there and I’ve got like a a cat shelter, like, OK, uh, how could I turn this into something quotable, something from, uh, AI won’t steal or if they do, they’ll attribute it to me. Well, maybe back to QAs, I could actually do a study of over the past quarter actually. 70% of the cutest cats, based on my cuteness score versus ugly, cute or ugly, were adopted, yet 90% of ugly cats don’t get adopted. And suddenly I’ve got first party data that you collected, you surveyed, you did it is wildly interesting because I’m like, what’s an ugly cat, right? And now you’re playing the game because when AI comes it’s like according to the Long Island local cat shelter, ugly cats don’t get adopted at a rate of 90%. That’s right, that’s a very great. OK, OK, that’s an excellent example. of, of this, the tactic that we’re talking about. Please, if you go out there and do an ugly cat survey on a rate of adoption, please send it to me cause I think I’d be curious. What’s an ugly cat is the greatest question. You could you could use AI to make the determination so that way it would save you from the whole like internet fallout like according to this AI and how cute is this cat from 1 to 10? You can blame it on AI. OK, you, you mentioned some other things, uh, testimonials, quotes from the CEO, you know, all again, all it’s first party attributable to you, so, so then in and I’m gonna use Google too because that’s the, the primary search engine that people use. So in that Google summary. Powered by Gemini, right? This is all Gemini results that we get when we see the Google doesn’t say AI summary or something like AI overview AI mode. They’ll change it next week, so fine. It’s Gemini. It’s, it’s Gemini, correct. That’s the underlying model you’re correct. So we, we want to get attribution. I mean we wanted to say from whole whale from the Long Island cat shelter. Correct. You wanna be the authority that pops up on the side so you do in fact get a potential click and brand impression associated with the topic of someone saying like uh why do ugly cats not get adopted? Where do we put these testimonials in quotes? They’re basically embedded on your site, right, writing your content, right in line, um, you can use quote tags, you can use uh what’s called schema markup to make sure that when the AI is reading it. Uh, it is more quickly attributable, and in those testimonials, like you can just also just make up quotes like I now have to come up with some sort of clever thing to say, and I think for the AI study, I literally put in there I was like I have to come up with something. So I was like, alright, this season, AI will determine giving more than any other in history, like it’s a little. Over the top and like a pretty safe statement but I said it, I quoted it, I shoved it in with a quote tag inside of there and now that’s one of those attributing factors. There’s another big thing I wanna touch on, but I wanna make sure that makes sense. Uh, it does, but all right, so remember your big thing, but you are in jargon jail for scheme, you are in jargon jail for schema markup. I’m gonna bend up there somehow. Uh, the schema markup is, uh, little HTML tags in there, so behind the scenes, like if I want to make something bold, I put a little B tag on it. Every P tag has that little spacing. H one tags make it at the top header. This is just another one of those types of tags in the system that the machines read and understand more quickly what’s about to come and what lives between the open and close of that tag. OK, very good. All right, you’re out of jargon jail and listeners, the, the person who does your website will know exactly what we’re talking about. This is HTML. AI will know what you’re talking about if you literally, this is an amazing thing. Like your expert is the say, hey, teach me what I need to know about Schema. What, what would I need for schema markup of this page? You can ask AI and it is you’re ready to go developer on that front. OK. The This is the thing that these are the things that concern me. This is where we get into creativity conversations. What was your other big point? The other big point is something that has dawned on me and it kind of, uh, it sucks, technical term, because I’ve realized a lot of my writing is being. Commoditized and is not going to be found by people, it’s going to be summarized. And what I realized is where do we go to be uniquely human, where do we go for trusted information and more and more it’s going to be, I think in audio and video, video that is harder to fake, not impossible, but much more unique, a little bit more messy and so for your tentpole content, your main focused content. You have to have a video associated with it for a number of reasons, including the fact that YouTube is the #2 search engine, including the fact that people are now going to say like, I get that all this text I’m looking at is all like AI driven. I want to hear a human say it cause at least that human had to read it before saying it and letting those words out of their mouths. And third, because it is also showing up very, very clearly in those AI overviews right below, they’re giving video answers to the textual answer that AI gives and then they are having the good old fashioned links which are going to go the way of the yellow pages, I think. So we’re talking about side by side content. Part 111 part is for the humans and the other is for, is for the AI models on our site, you’re talking about videos, videos for the humans, mostly, although AI I understand the, the AI summaries are they’re, they’re finding the video and, and promoting those for you if they’re on point. But then there’s the also, but there’s the, there’s the AI. Needed content like side by side. We’re not talking about having to, I mean. Yeah, I, I, I, isn’t that what we’re talking about? 22 different levels of content, one for, one for the machine and one for the, for the humans who do come to your site. I’m beginning to believe that we’re probably headed toward the, the text of your site is more of like a database for AI to reference and so what is it that you’re going to create that is uniquely human communicating in that way is going to be video. For now, uh, because that, you know, is, it is also getting the lift on these other platforms. It is showing your brand, your people, and your message in your words as opposed to AI summarization of its spit back out in text, sometimes it’s attributed to you, sometimes it’s not. There’s no way to sort of like just sort of like stealing video the same way you do text. So I’m really Emphasizing and have been for a while the library of content that rides alongside my written content, which you know I try a little hard out on but I, you know, make no illusion that AI isn’t literally copying it and shoving it into its system and answering the questions that used to drive attention for us. So how do I play this game? I look at the data, I look at, right, it seems that it’s still on YouTube searching. I can embed it on my page so I increase engagement on my page when people do in fact go there, which is a positive signal in the land of the Google and old SEO and current. So it is a way to think about when we’re talking about your AI brand footprint, it’s a sort of adjacent because of the way Google is showing it and the way that everyone else also copies Google, so like in perplexity, which is a. Kind of Google competitor, I think for AI based um discovery of information and searching. Um, they are all sort of playing this game of amending and appending the relevant videos they find to that topic. OK, this is um. Uh, to me, this is as revolutionary as when back when we were saying you need to have a website. Yeah, this is a big phase shift. This is the yellow pages to website shift. I I don’t make that out of just sort of a throwaway statement. It is a big change and we’re in the middle of it. And so that is also one of those reasons I try to uh rant as much as possible, but wake people up to the type of content you’re about to create. You got a content calendar. Alright, we’re gonna map out 2026 and here are the like. 36 articles we’re gonna write, I’m like, take a beat because I think if you continue to write the way you used to and create content the way you used to, you are um. You’re creating another listing on the Yellow Pages. I don’t want folks wasting their time in that way. And also this should not be a surprise, but if you are using AI to write all of your content, why do you think AI is going to surface what it already wrote or what it can already answer? On your website, it is, you know, you don’t have to think that hard to be like, oh wait a minute, the hundreds of millions of people, like 10% of the adult human population on this current planet we are on uses AI to answer these questions like they’re, you know, you’re disintermediating yourself, you’re removing yourself when you simply press copy and paste from AI and by the way, people can tell when you’ve written it in a lazy way. Oh, that’s huge. That see you I wanted to, I, I. You were, you were given like a perfect summary. I thought, oh, this is a good place to end. I’ll just say that’s George Weiner, Keith Whaler and I’m out. Then you opened up, yeah, but then you opened up and, and by the way, um, you’re, you know, people can tell, yes, yes, uh, we’re still human here. And I don’t know. I, I’m not, I’m not saying that I’ve spotted every bit of artificially and artificially developed content that’s ever come across my screens. I’m not saying that, but. There is a feel of fakeness. To artificially generated. Paragraphs Yeah, it, you know what’s interesting? The human’s ability to do pattern recognition is tremendous. It’s, it’s unbelievable what we’re able to tune our attention to and what our brain simply learns behind the scenes, like we can now smell an AI generated image of it. We can smell the AI generated text, maybe it’s the vivacity, maybe it’s the uh unusually accurate cadence of number of words per sentence. There is something that you pick up and we are all collectively building. This ability to see it and maybe I’ll take a step back if you don’t believe me in our amazing pattern recognition. I want you to think in your mind of a stock photo of the following successful business person shaking hands and you’re like, it’s like you could smell it. It’s just the way it’s image focused cropped and it’s just generic humans doing business thing. The same way you can spot stock, we can now and are building that muscle, that pattern recognition for AI slop, work slop, whatever category of a bunch of AI generated texts, which is why it’s also fun talking about this new phase of like putting the human back in, how do you do that with video? How do you do that with testimonials, how do you do that with actual first party data? Like, I used to waste tons of time writing like very, very long articles and thinking and researching. But like Google searching and pulling back information, instead, I threw all that away. I spent all of my time doing this AI study to be like, I, I get to like geek out on this topic, go way deep. And then put that out instead, so like you’re just channeling your energy of creation in a different vector. I think your uh ability to spot stock photos analogy is is is spot on too. All right. That’s I think that’s very valuable, George. Well, we were here to make sure your audience didn’t walk away with panic. I feel like a lot of conversations go to this like hand wringing, what do we do next? So you have some takeaways. You got a lot of tactics. Uh, let’s let’s give one more shout out AI. That’s the research that’s the proprietary first person data that you’ll find at wholewhale.com. Go, just give him a break. Give him, give him some organic traffic. Just go to wholewhale.com. Don’t, don’t not click through from anywhere, just, just type in Wholewhale.com and go. Do it for George. Let’s see, let’s see if he gets a burst in, uh, in, in the month of October. And you’ll find George at uh on LinkedIn. He and I are very active there together, uh, just, you know, valuable content, George, then valuable, valuable ideas here. Thanks very much for sharing all this. Uh, thanks for giving it a larger audience. Next week, HR for non-HR professionals. OK, that, that, uh, that was supposed to have been this week, but George Weiner came in and he’s related to 4th quarter. So that’s why I squeezed him in because it’s the first show of the 4th quarter. So that’s the explanation, uh, ordinarily I would blame the associate producer, but this time, just this time, uh, it was, it was my own, my own. Uh, I would say rather savvy decision, but it was my decision, however you might characterize the decision, I made it. The savvy decision. If you missed any part of this week’s show, I beseech you. Find it at Tony Martignetti.com. Our creative producer is Claire Meyerhoff. I’m your associate producer Kate Martignetti. The show social media is by Susan Chavez. Mark Silverman is our web guy, and this music is by Scott Stein. Thank you for that affirmation, Scotty. Be with us next week for nonprofit Radio, big nonprofit ideas for the other 95%. Go out and be great.

Nonprofit Radio for September 29, 2025: Better Governance With Relational Leadership

 

Froswá Booker-Drew: Better Governance With Relational Leadership

Let’s have a frank conversation about the state of nonprofit governance, and staff and volunteer leadership. Some of the issues are individual. Some are systemic. All are fixable once we identify them and their root causes. Froswá Booker-Drew is the founder of Soulstice Consultancy.

 

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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.
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And welcome to Tony Martignetti Nonprofit Radio, big nonprofit ideas for the other 95%. I’m your aptly named host and the podfather of your favorite hebdominal podcast. Oh, I’m glad you’re with us. I’d suffer the effects of chondrodermatitis, nodularis helicus. That’s such a good one. I had to keep it one more week, one more week. If I heard that you missed this week’s show, here’s our associate producer, Kate, with what’s going on. Hey, Tony. We’ve got Better governance with relational leadership. Let’s have a frank conversation about the state of nonprofit governance and staff and volunteer leadership. Some of the issues are individual, some are systemic. All are fixable once we identify them and their root causes. Francois Booker Drew is the founder of Solstice Consultancy. On Tony’s take too. Nonprofit radio is internationally acclaimed. Here is better governance with relational leadership. It’s a pleasure to welcome her first time on nonprofit radio, Francois Booker Drew. She is the founder of Solstice Consultancy, providing philanthropic guidance, community engagement strategies, and leadership development for companies and nonprofits. She’s the founder of the Reconciliation and Restoration Foundation. A nonprofit to amplify, support, and fund the work of black led nonprofits. Her latest book is Front Porch Wisdom. Navigating leadership barriers for women of color. Which we’re gonna talk some about. You’ll find her at Doctor Francois Booker.com. And on LinkedIn, and Francois is F R O S W A accent. Welcome, Francois. Thank you, Tony. I’m so excited to be here with you. Thank you. I’m glad you’re excited. I’m, I’m very glad, I’m very excited to have you. You know, some people say, um, I’m excited. I’m so excited to be here for you today with this. My excitement is brimming over. Can you tell? But I am excited because, uh, this is a, you have a, you have a fantastic topic. You sent a great pitch on governance, governance and, uh, in particular, some struggles that I’ve heard before. We’re gonna flush out even more, uh, women of color struggling with leadership, putting untenable positions will get there. You know, I don’t even know. I, I, typically I’ll ask like, what, what brings you to the topic or you know, what are you seeing that we could be doing better? We’re gonna be talking about what we’re gonna talk about what you see that could be doing better, that we could all be doing better at, um, but Why, why do you focus, why do you focus on governance instead of, I don’t know, fundraising, uh, compliance, HR? What, what is it about nonprofit governance that gets you excited? I don’t know if it’s excitement or frustration. I, I, I think, I think it’s more, I, I am so frustrated what I’m seeing in the sector around governments, and I was talking to a funder and the comment was made, I have a great board. And I said, well, yes, you would have a great board. You’re moving millions of dollars, you’re looking at the best and the brightest in town to help you make decisions on that, but that doesn’t look the same for small struggling nonprofits who don’t have access to that kind of social capital that you do and so their governance looks a lot different than yours. Frustration. OK, well, maybe we can bleed the frustration. Your excitement comes out because you’re frustrated and, and you wanna see change, which we’re gonna talk about we make sure we, you know, uh, talk about what we can do to overcome these shortcomings that you see and uh. The first is just, uh, I like, you just, you know, you lay it out very plainly, lack of sophistication and expertise. Yes, I, I think what we’re seeing, we’re in, you know, unprecedented times. I mean, it, it, it is so challenging. Who would have ever thought that nonprofits who receive government funding would go, oh my goodness, that’s not an option, and the That it used to be. We never thought that was a possibility. So, you know, as much as I, I, I’m challenged by the word pivot because we’ve heard it so much, it really is the truth that nonprofits are having to pivot and so there’s a lack of sophistication that you have for either CEOs or CFOs in terms of dealing with these times and being able to deal with this kind of ambiguity. So, I, I also think that you have a lot of people who ended up in these positions quite often who may not have all the skill sets that they need to do this kind of work, especially when you talk about founder led nonprofits where I had a vision and a dream of something that I wanna do. I saw a gap in community and so I want to, you know, Do something about it and that’s a beautiful thing. But with that, you may have the expertise in that particular topic, but you know, may not have that necessarily as it relates to putting together a business. And that’s what a nonprofit really is, you know, yes, it has a charitable piece of, you know, having a mission that is To solve an issue and make an impact, but for it to be sustainable, there has to be some infrastructure in place and quite often people don’t have those skills, they learn it on the fly to be able to come in and actually address some of the issues that nonprofits have. So that’s why I think the sophistication piece, you know, In in light of skills, but the time that we’re in, this is challenging for people to navigate. And especially if it’s a newer nonprofit, you know, initially they’re gonna look to fill these skills on the board because they don’t have the capital to start employing or even hiring consultants, you know, to get started to, to, uh, yeah, to fill these skills gaps. So, but the, the board members are often. You know, well intentioned, but. And we’re gonna get to the next one, you know, we, we’re not quite at lack of social capital yet, but you need access to the right people, but, you know, how can we help? You know, recruit these skills that we do need. Uh, let’s just start with our, with our board. I mean, we’ve identified skills gaps that hopefully we’re being honest with ourselves and introspective and what we’re good at and what we’re not good at. How do we help fill the, fill the skills gaps? Well, this is the challenge. If the board, um, and even before the board, if the CEO does not have access to certain networks and their network is very limited, they’re not going to be able to access those skills. And one of the things that I am often pushing nonprofit leaders to think about is go beyond just looking at someone’s title. I think so often we go, oh, this person is a VP at a bank, we need them, but they may not necessarily have the skills that you need or the connections even in the bank to be able to move your mission forward. So I’m always pushing, look at a board matrix. Instead of just pulling people out of the air, how do you become strategic and not just looking at names and titles because you think this person can bring something, but using the matrix as a way to help you think about, do they live in a certain geography that you want to have more connection to? You know, age is another big one that I’m always like if everybody on the board is over 50 like me, that’s problematic. We, we need some people who can come in and and understand some of the newer technologies that are available and just that that network. So it’s really helping them be strategic about who are the folks that you need there so that you can identify those skills, but even with the Matrix, if you don’t have connection to those networks, that’s gonna make it hard for you to get the right people on your board. Right, so how do we, I mean, how do we improve the, by the way, I love the example of a bank because there’s so many vice presidents of banks. The the I’m still here. My video does something weird, but I’m here. It just eliminated you from your No, hold on, let me see if I can fix that. OK, now it’s just disconcerting. You disappeared like a ghost. That’s incredible. How do you, are you a magician and part-time? I wish I could be. I could help move some nonprofit people and more spaces sometimes have to be a magician. That’s that’s very that’s well played. Um, OK, now that’s funny. You just disappeared from your background, OK, but as long as I know you’re still there, OK, OK, um, you know, listeners, you’re not seeing, you know, obviously you, but in Zoom, like Francois just disappeared. The background was there and then she just disappeared, uh, so I, I was afraid we lost her, but she, no, I didn’t, with a different background, OK. Let’s, um, did you move rooms or these are just virtuals? These are virtual. I don’t get bored. Now this is real, but I don’t like getting bored with my background and I get bored. I’m like let me imagine I’m somewhere else. So is that why you disappeared from from the first, I wish that was why it happened, but blame. That wasn’t me. OK. I thought you had some special powers. OK. All right, so if you, if you disappear, I’ll keep talking. If the background changes, I’ll understand you got bored. OK, OK. All right, um, all right, so we don’t, right, we don’t have access to. Oh, as I was saying, I love your example of the vice president of the bank because there’s banks, uh, can have scores and scores and if it’s a big bank, thousands of vice presidents, vice president means very little, uh, so that, that’s, that’s a great example. But all right, you know, so we gotta drill down, so we don’t have access to the. To the social networks, which is your next your next uh. Explanation of why we, why we need better governance. What can we do? I mean, can we look to funders like don’t foundations have some responsibility in this? We look to our, our community leaders. I mean, the, the, the talent is in the community, but how do we access it? Excellent question because there is a tool that I love, um, and it’s this concept called asset-based community development. And there are two scholars, Jody Kretzman and John McKnight, who came up with this concept decades ago that basically says all the assets that you need are in a community. So it looks at institutions, it looks at individuals, it looks at open physical space, it looks at associations and, and then they added, you know, the oral history component to it. Um, associations, all these different types of exist in community. So I think it’s important, and I say this to even startup nonprofits, map your community. So it’s not just finding out about the the actual facilities, it’s looking at the resources and part of the resources are are people. So how do you use something like asset-based community development to help you identify are these types of organizations in my community? We know that every community for the most part has sorority. fraternities. We know that communities have homeowners associations. So how can you use something like that as a tool to help you think strategically about building those connections so that you can start targeting individuals that can serve on your board. How do you help your existing board members tap into their network using that kind of tool to generate this, you know, thinking around, oh wow, I didn’t think about that person who is a part of our Police Association. They could be someone and I often say when I’m on board, people will go, well, we need money, and I’m often saying yes, but if you would say to me, Francois, give me 20 names of your closest friends, that’s an opportunity to build that network instead of Just going, OK, well, let me write a check. That’s great too, but I don’t think we see the people around us or the institutions and organizations around us as possible ground for us to to begin to start, you know, telling to get the resources we need. That’s great advice. You’re right. So someone could be a donor and uh not necessarily a major donor, but, but a donor of some type, but at some level, but, but what more can they do? You know, and it’s not, it’s not asking that much to say, you know, who else can you introduce me to that can help our work and, and it might be, it might be a community leader that, you know, not, not somebody related specifically to what your work is but a leader in the community. Well, that person knows dozens and dozens of people so you know how so not yeah that’s that it’s terrific, you know, advice to not be like one dimensional, right, this person’s a donor. That’s all they do. That’s all I’m ever gonna ask them to do. Some of your donors would be, I think, I think might even be grateful to be asked, who, who do you know in the community? Not, you know, put aside the work that we do, but who do you know in the community that might be able to lead us to other folks who could be an asset or could be valuable assets for us in lots of different ways beyond, way beyond donating. Right, and I, I think we fail to realize sometimes in this business of helping people that our greatest resource are the people that are around us. And so what does it mean to really engage your donors, even small donors, to begin to ask them. Poor people that we should be connected to because they’re gonna sell it because they’re already affiliated and have some passion for the work, but we always try to go get people with names that we think for some reason they’re gonna draw these people in, but if they don’t have the commitment to your mission. And they don’t have the passion around and purpose around your mission, they’re not gonna be able to bring in as many people either because that’s only gonna go so far. So I really push people, think about who are the folks that are in your network and begin to drill down there. Like you mentioned, a perfect example, uh, you know, HOA. Who, who, who runs your HOA? You’re in, you mentioned you’re in an HOA like we’re over a lunch meeting with a donor. Well, you mentioned your your HOA told you that your grass is too long and that, that pissed you off. You know, I hate HOAs, but I have a whole soapbox about HOAs. I would never, I would never, I would never, never, I rarely say never, but I would never buy a home. On any piece of property that’s governed by somebody else. Yeah, did it one time. Oh, did you? Yeah, yeah, no, uh, it’s January 2nd. Uh your Christmas lights have been out for too long. Uh, your, your, your, uh, outdoor lights are too bright. Your grass is on the sidewalk by 1/8 of an inch. We have a, we have, we measured it. Uh, I don’t know. How did you survive? Did you survive your HOA? They, they weren’t as organized going back to governance and that had a lot to do. I was lucky. I was very lucky. I have a friend that um she planted some flowers and they made her dig up her flowers because they didn’t match the scenery of the community and she had to dig them up and teach you lots. Your flowers don’t match our scenery. I was stunned. I was like, I was gone. Talk about little big fish in a little pond. Your flowers don’t match our scenery. That’s the kind of stuff I’m talking about. Your lights are too bright. They, they, or they’re not bright enough. HO, I would never anyway. So, so you’re talking to this hypothetical donor. Oh, you mentioned you in your HOA. They don’t like your grass, but who runs the HOA? Now, they may not, you know, they may, I’m, I’m not introducing you to that person because I can’t stand them, but maybe they. Maybe they had a good experience like maybe they were the tattletale. Maybe they told on their neighbor who had the long grass, and then the HOA acted, so they’re actually very positive about their HOA experience, the, the, the most recent one, just wait till the next one when they come out when your neighbor comes back after you. So until that hap before that happens, get with your donor. Ask, you know, who runs your HOA. They know lots of people. Um, you know, connections, connections. Now you’re, you know, we’re getting back to something you mentioned earlier on. You’re running this like a business. Yes, networking, networking doesn’t only mean going to the Chamber of Commerce meeting once a month if you run a business or lots of nonprofits are in chambers too. It’s that’s not, that’s, that’s like scratching the surface of network. Who do you know? Who do you know that may know folks that could help us? Yeah, I even, you know, remember at an organization I worked at years ago and it impressed me and impacted me greatly was that they had letters going out to donors and they had board members who knew them writing little notes on the side that said, hey Joe, I’m so glad that you’re considering this. I’m a part of this organization. The key is relationships. That’s such a smart thing for board members, like little. Margin notes and letters. Yes, it made such a difference to see their friends on that and so I, I think we forget the power of relationships and even for nonprofit leaders, I’m pushing what associations can you join? Sometimes they’re too busy for their own good because I’m like some of the things that you’re doing, relationships could actually help expedite that process for you if you had the right. People. I share it with a lot of nonprofits. You don’t have a money problem, you have a relationship problem. If we get the right relationships, you’re gonna have what you need. So what does it mean for them to join groups like the Association of Fundraising Professionals? There are all these different associations that exist that I don’t think we are strategic about building, you know, relationships and networks with them to help us advance this work. Including local, I mean, so AFP, they have local chapters, you know, they may have one local or regional, but also local community groups, you know, like the, like, uh, the Chamber of commerce. I was making fun of a second, but that, that, that can lead you to a lot of business owners in your, in your town, you know, just talking about in your town, your community, your county, um, I don’t know, I don’t know if Rotary is active, you know, I, I know a lot of civic organizations are, of course, declining. Because people don’t join so much anymore. But, but Chambers of commerce, that’s a good example. Um, you know, can you be on a board of something like a, a public board? Or can someone in the can the someone else in the agency be on a public board? That’s exposure, that’s networking. These are the forms of, you know, you gotta get out because I absolutely agree with you, every community has the talent that it needs. Absolutely it’s tapping into that and I, I think it’s also just being strategic because it is so easy to have the desire to just grab people because perceived influence. And I don’t think we, you know, when we’re even interviewing board members, we ask. Questions about their connections. I think we’re so fixated on the dollars that they can bring. I don’t think we really ask them about what is their involvement. Are they a part of a group with their, you know, place of worship? What are the things that they’re doing because if all they’re doing is going to work and they’re not really networking there, they’re not gonna benefit you well either. So when these challenges come up with skills, they’re gonna be limited in being able to get you what you need. Right. And, and that, that limits, that that just limits your growth, your scaling, your success. Uh, your, your longevity, you know, you, you, you that, so we, we pretty much covered your second point, which is lack of social capital and networks and what to do about it, just being strategic, running like a business, asking, asking for help. People want to help people if they love your cause, even if they’re a $10 donor, they’re a new donor to you, they love your cause enough that they’ve started giving to you or maybe they’re volunteering. Volunteering is also very valuable, people giving of their time. Yes. Odds are they want to help you even more, and this is a low lift way to do it. You know, it’s just, yeah, but if you don’t ask, right, you don’t ask, you’re not gonna get. Yeah, absolutely. All right. I love that it’s plain language. People are asleep at the wheel. What is, what is your beef there? What, uh, before we get to what to do, what, what, what are the symptoms of ale at the wheel? When you see organizations that um Uh, I’ll say one in, in our area. There was an organization that closed. Very huge nonprofit in our area was doing great work, and I think board members were not asking the right questions about finances. And so like you said huge organization like how big like what kind of annual budget roughly multi-million dollar. budget serving upwards 40,000 people I think a year. I mean it, it was massive, um, and to watch an organization decline because people didn’t see flags. And I think what they did was trust the leadership of the organization to be able to turn it around instead of recognizing this is a group effort that the board is really responsible for ensuring the health of this organization and I think there were probably a number of points of concern that the board may have just said. Good luck, figure you guys got it. um, and so, and then it got to the place that the organization was on life support and had to make the decision to close. And so I think one finances is a really big part of board governance and I think you sometimes have board members who may not have the sophistication to be able to read those, you know, profit loss statements and to better understand what is going on. What does it look like to have a healthy organization so they may not even ask for, give me a day. dashboard of the health of our organization so that we know. Now the goal is not for you to start going in their QuickBooks and start looking at every little entry that we have to believe that they have the right people, but I think boards don’t ask the hard questions. I think what we assume is the leadership is competent and they know what they’re doing and, and I would say. More often than not, that is true. But if we’re not asking the right questions, if we’re not, you know, making sure that they’re feedback loops, if we don’t have protocols in place to, you know, ensure what do we do, you know, if this happens, if we don’t talk about risk management, and we’re not thinking about liability that we have as an organization. I think we’re setting our organizations up to fail. It’s time for Tony’s take too. Thank you, Kate. Nonprofit radio, the very podcast you are listening to and hopefully enjoying this very moment, this very moment. Recognized now across three continents. Just in the past couple of weeks, there was a LinkedIn post from a woman in Venezuela that was complimentary of nonprofit radio, and that same week, There was a blogger in Germany. Mentioning and recommending nonprofit radio. So, we’ve got South America, Europe, the US. I don’t know where we should, uh, where we should expand to next. I don’t want to say conquer, uh, uh, I almost said conquer. I don’t, I don’t, not conquer. Where should we expand to next? Where should we look? Uh, Australia is good. They speak English, Australia in Australia. Um, I was also thinking Antarctica. Uh, Antarctica is close. It’s got that, it’s got the uh proximity advantage. So, I think, I, I think we’re gonna strive for Antarctica. To be our next continent. Um, and I hope that Those of you who suffered dry eyes, uh, no longer, there shouldn’t be a dry eye in the audience, because we all know that, uh, the pistachios from last week. So I hope those with dry eyes have cured them because it’s supposed to be 3 to 4 hours. That’s the cure, it’s gonna happen in 3 or 4 hours. So your dry eyes are no more, you’re taking your 1/4 cup of pistachios. I hope, just a reminder. Um, so, yes, international acclaim. It’s, uh, I’m grateful to be recognized, uh, internationally, that’s, that’s fantastic. It’s, um, it’s gratifying. Thank you. Thank you, Venezuela, thank you, Germany. And thank you in here in the US, you know, I’m grateful for all our listeners. I’m glad you’re with us. I am glad. Thank you. That is Tony’s take too. Kate. Congratulations, pod father of being recognized across three continents. Ah, well, you’re the associate producer, so congratulations to you. Um, I will have to say, I’m changing my mind from rehearsal. I hope we are recognized in Australia because I love Bluey. And because I’ve always wanted to see a kangaroo. OK, well, kangaroos you can see in a zoo. You don’t have, you don’t have to go to Australia to see a kangaroo. I’ll bet. Never seen one. Well, you gotta get out more. Go to, go to a zoo. I bet there are kangaroos in, in US zoos. There must be. I went to the Philadelphia Zoo. I don’t think they had a kangaroo. Uh, I’m surprised. Philadelphia is a pretty good zoo. Well, it was a few years ago, so maybe they have a kangaroo now. Well, we’ve had kangaroos for 1000 years or so. It’s not a new, it’s not a, it’s not new in the uh evolutionary acquisition. So, um, yeah, I don’t know. OK, well, I’m sorry you haven’t seen one. You don’t, I don’t, I don’t think you have to go to Australia. And then Bluey, I don’t know what a Bluey is. You better educate me the same as um same as uh Riz. OK. I thought you knew about Bluey because I talked to Aunt Amy about Bluey. I feel like we have this conversation at your beach house, but Bluey is the, the kids show. It’s based in Australia. And it’s the the dogs, the blue healers. Yeah, I wasn’t, I, I wasn’t in this conversation. No, I was probably preparing dinner, taking out the garbage, putting out the recycling, cleaning the grill we were doing prep, yeah, doing prep for dinner. All the, getting all the chairs and the umbrellas together for, uh, for the beach, the beach walk. I, I was probably doing something frivolous like that while you were having the serious Bluey. Yeah. So I’m sorry, my frivolity kept me out of Bluey. All right. It’s a kids’ show in Australia, is that right? Yes. But it must be, it’s here. Well, yes, it’s on Disney. Oh, OK. So I watch it through Disney, but, and Amy and I like it because it’s kind of like a chill kids show. It’s not like overstimulating with the lights and it’s not loud. Good. OK. OK. Sorry, that was a bit of a ramble. No, no, no, uh, you and Amy and I never talk anyway, so I wouldn’t have known. If you, you could have a conversation with her, never assume it’s gonna get back to me, Never assume that. We’ve got Voo but loads more time. Here’s the rest of Better governance with relational leadership with Frostwell Booker Drew. So it sounds like you’re saying that the CEO or maybe other leadership brought things, brought issues to the board? But this board in this organization that failed, just ignored them. I mean like the like the CEO was waving the flag and nobody’s looking and nobody’s I, I think it’s a combination. I think you had possibly I don’t know all the inner workings. I was very close to the CEO who came afterwards who had to make the decision to close it. That’s a whole another conversation. But one of the things. That um I think happened was the board may have gotten like we normally do. You get reports and I think we look at those reports and go great job and I don’t think we asked the very difficult questions um about well how do we get to this budget? What what money is coming in? What’s the plan for sustainability. Especially getting a lot of government grants. I think it’s being able to go, OK, this may not last forever, and there was a belief that, you know, especially after COVID, people got a lot of money and this organization was one, that they got a lot of money that came in during the pandemic to be able to support folks and when that ended, that dried up a lot of their resources and there wasn’t a lot of contingency planning. So I think it’s helping boards to ask the very complicated questions about, so what happens if we lose this huge funder? What’s our contingency plan? I think more often than not we go, oh, we got it, good. Let’s keep moving along, and I think with that board, I think it was a combination of the CEO and team, you know, may have waved the flag. May not have shared all the details. I can’t say for certain. I also know that there possibly could have been a board who wasn’t as sophisticated to be able to know what questions to ask, and they’re not the only ones. I see this with a number of the organizations that I work with that board members are coming and eating Jason’s Deli. And I don’t think they recognize the importance of the risk management, the, the, the fiduciary responsibility that they have to ensure that this organization is not just surviving but thriving. And I don’t think we have those conversations because maybe it’s the fear if we really share that with boards, will people stay, they’re gonna run off or do we want folks to feel good and, and just we’re doing good work, but we don’t want to share that there is a responsibility that’s a part of this good work too. Yeah, the duty of loyalty and uh and, and care to start with the fiduciary duties. What, what did you say eating Jason’s Deli? Yeah, they come and Jason’s at the meetings and you know everybody’s just so happy. OK. OK. from Jason’s Deli. OK, that must be a is that a Dallas? OK, OK, whatever it is for you, no, I know. I thought, I thought maybe it was a phrase that I that I missed because I’m 63, not, not so. I thought maybe it was like Jason’s Deli, like you’re eating, you’re eating pie in the sky or something. OK, Jason’s Deli. I got you. All right. It was their lunch. It was I got. Yeah, we had a good lunch. So this was a successful meeting. Yes. You know, and, and it’s more than just feeding people and them coming together and, and feeling like they voted on on some things. I think in moving forward, what I would love to see boards really begin to start asking for dashboards of health. Ensure that they’re looking at the health of the organization and contingency planning. So if there is something that may go away, let’s say we lose our CEO. What do we do? What happens if this funding that we had before dries up? What do we do? I don’t think we do that enough. What do you think some of the things on the dashboard of health uh should be? I’m to, to my mind, the first one I think of is um. months or days, hopefully months cash on hand. But, but that’s just why that’s just my first one. I’m, I’m not as deep in this as you are. So what, what should be in, uh, name some things that should be in the board’s dashboard of health that they should get briefed on. Yeah, I would want to know what are our actual, in terms of dollars, what is it that we actually have and what’s pledged? Because so often you have nonprofits that are creating budgets based on what they expect to come in and so that, that’s kind of scary if we’re not asking what do we actually have and what happens if those pledges don’t come in or say a funder, something. Happens. I wanna be able to know what’s the gap and what do we need to do to be able to solve for that. So that’s important to me. Leadership is important for me to assess because I want to make sure our CEO has the resources that they need to be successful. So part of governance is I’m evaluating that CEO so we need to have on that dashboard when’s the last evaluation? When’s the last time that they’ve had an opportunity to be, you know, uh, not only evaluate if they’re doing good work, promoting, you know, the, the budget for them and getting them a little more money and making sure that they have what they need. So I think it’s looking at things like that. So it’s not just the financial piece. I think that’s a big part, but that dashboard has to look at the, the health of that organization. So, you know, just like, you know, you get a. For for your car and making sure that you know from a year from now, I need to get an oil change. I’ve got to get that inspection sticker. What are the things that you need to know as a uh a board leader to ensure that organization is where it needs to be and finances, but risk management is another part. A board that I was on, we had a situation that was a safety issue. And I don’t think we think about safety challenges that may be external and the communities that we’re in, so how do we make sure the organization has the security and the protection that it needs and the staff and the clients have what they need because there may be some external challenges that happen. That’s a risk, uh, situation and So how do we make sure we’re looking at security? Facilities are another. If you have an organization that owns its own facility, HVAC issues are gonna come up, all of those different things are gonna, you know, it happens. So how do we make sure that we’re even looking at that and going, oh, we’ve had repairs done a year ago. In 2 years, we may have this as an issue. What’s the budget implication for that? So I don’t think we think about all of those things. I think we just get in and want to do good work and that’s important and it’s valuable, but I’m watching so many organizations suffer because they don’t have people at the table who are asking those questions. Uh, that’s a valuable list of things you, you, you ticked off from, from risk management to facilities, yeah. You know, HR issues too. How are we doing in like employee retention, professional development? Are we are we moving folks along? But again, to your, your earlier point, not what’s this person’s title? What’s her, how does that compare to this other the other woman’s title, you know, not like that micromanaging that’s, that’s, that’s counterproductive, but. What’s our employee retention look like? How, you know, do we, do we, do we promote folks? Do we leadership succession, succession planning that goes along with risk management, succession planning. Suppose we lose a key leader for some reason, or maybe not to death, but serious illness. It happens. CEO is gonna be out for 3 months. What, what would we do? Things like that. Yeah. All right. Um, the glass cliff. Glass cliff, I’ve heard this. A couple, well, at least once before, describe, describe the, the particular challenge that, that you see that concerns you, and then we’ll talk about what we can do to support people, support the, the people we’re we’re most concerned about. I think, and, and I’ve seen this personally where organizations are having challenges and oftentimes they will bring in women or people of color to come into those organizations when it’s a mess and they are expected to clean those situations up. And they don’t have the resources and the support and the expectations are also not realistic either. So if it took us 10 years to get in this mess, but I expect this person to come in and clean it up. Um, I’m telling them, hey, you can be here, but there’s only so much that they’re going to be able to accomplish and do because of all of the challenges that they have. And for a lot of women who are in positions, um, it’s hard for them to be promoted and moved up in an organization. Because of, quite often when it does happen, it’s usually because they’re having to clean up something that they didn’t create and without the resources and tools and uh, you know, my research is on social capital and I recognize that so often for people that are from marginalized communities, including women, you may not have those networks and so it’s hard to be successful because you don’t have sponsors. You don’t. have people that are advocating, you know, on the board because you didn’t pick that board, you’re brought into it and you didn’t have a hand in it and so because of that, you’re not set up for success. You can see it, but you’re not set up for it well and so you don’t um thrive and it’s not due to a lack of education or experience, but you’re in an environment that you’re not going to win in because the expectations and the resources aren’t there for you to thrive. How is it that Women of color particularly are are are recruited for these jobs. Is it, um, I, I’m, uh, in the most grossly cynical perspective, uh, maybe this is not the case, but is it that others wouldn’t take the job because they know how messed up the organization is, but this is an opportunity for advancement, leadership is, is it that I saw that with uh a recent, um, situation here that someone was recruited from the outside. A woman of color brought in had no idea. She didn’t have the connections to call people and say, should I do this? Um, because had I known her at that time, I would have been like, you do not want to walk into that mess. Um, but because it’s an opportunity where she was at, she couldn’t move up and there was not the, the potential for growth, so she was recruited to move to this area and was placed in a very difficult situation and headhunters aren’t gonna tell you, hey, look at how horrible this is, you’re in a mess, and I think it happens for most people, um, but for women of color, the challenge becomes, again the, the networks, um, the Resources, the relationships of folks on the board who don’t know her that they had with the, the previous person or predecessor, he, he was able to pick the folks he wanted and had built camaraderie with them. She’s walking into a situation where they’re going to clean it up and we need it done in this amount of time. And so that that isn’t always the best, you know, scenario for anybody like there’s no way the person could succeed. But yeah, but I was focusing on how they find themselves in these untenable situations. You’re saying it’s largely well your research is on social capital and, and we’re gonna talk about your, I don’t know if that’s your PhD work, we’re gonna talk about that shortly. Um, I do want to focus on that too, um. But how they just So, so you, you think it is that, you know, it’s a, it’s a leadership opportunity. It’s a, it’s a losing proposition, but I, I realized they don’t know that and somebody who’s better informed or maybe who has leadership experience in the past would, would see the red flags even like in the interview process, but this is a less experienced person or, you know, new to new to leadership. They don’t see, don’t see the flags and nobody’s gonna tell them so that’s how they end up there. I think it’s a combination of things. I think, um, to this person’s credit, very experienced, they had not been in a CEO role with this budget. They had come from another place. I don’t think the, the budget was um comparable. Yeah, and so I think quite often it’s the aspiration of, oh wow, I wanna move into this space and um. I think when those kinds of opportunities come because they’re usually so few and far between, you run after those kinds of opportunities and may think, oh, it’s not, it’s not so problematic, not recognizing even with the right questions. Headhunters are are also gonna be limited on how much information they have on the dirt of an organization too. So I think that, you know, unless you get an opportunity to really interview people that are part of the team, which that doesn’t always happen, you’re gonna have limited information to make a decision on. All right, well, I think we know how, well, no, we, we didn’t really talk about, you know, just, uh, so if you’re gonna hire these folks. They’re at a disadvantage to begin with, but then, you know, if you expect them to turn around your organization, first of all you have to have reasonable expectations about how long that’s gonna take and then the incremental tiny steps that are gonna be needed before we can say, before we can look back 3 or 5 years from now and say, well, look how far we’ve come from, from the. The depth that we were in, yeah, you know, but like, yeah, you’re not moving fast enough. The steps you take me too small, yeah, but I need to, but I need to change the board. I need to change the composition of the board. I need to change the composition of the leadership. I need to change the compensation, uh, the, the, the succession plan, the, you know, I gotta deal with the, the, the, the financials. I need, I need, you know, I need to build relationships so I can, we can have major. Owners someday I need to build foundations with relationships with funders, institutional funders, so someday we can, we can apply for the $4 million grant, you know, but, but that’s not gonna happen in 6 weeks or even probably 6 months. And, and I think that’s the problem is how do you level set expectations and making sure that if we’re going to recruit people into these positions who are qualified, who are more than competent, who have the Expertise that we give them the same grace that we gave to those who may have come in and had time to get it in the position that it’s been in the guys are screwed it up. The, the, the, the folks who screwed it up. We gave them grace for 10 years to get us here. Oh, it’ll get better. Yeah, better. What we’re in year 7.5. Well, how is it getting better? You cut your losses. You’re 75% into a disaster, but you can, you can recover. Exactly. So how do we extend grace to both and provide them the same resources that we gave to the people who got it in the position that it’s in? How do we extend that kind of grace? And usually they can’t because the money isn’t there that the other people had. So I think we have to be very realistic about our expectations when we bring people into these roles and then expect them to work magic and turn it around. It doesn’t happen that quickly. Not at all, it’s incremental. Well, maybe there are some success stories too. Oh, there are, well, women of color succeeding, but maybe not even necessarily a turnaround, although it could be a turnaround. But you got so many that are doing, I, I, I’ve seen startups. I was telling my daughter this earlier. I’ve watched startups like um I think about there’s a lady here named Cecily who started a nonprofit called Aide Women’s Health Services, and Cecily took an idea and has grown this to a million dollars plus organization of providing um doula services to moms and She partnered with another nonprofit that spun off a lady by the name of Princilla who has a non-profit called Delighted to Doula who does the aftercare of pregnant moms after they deliver. And to watch these organizations, Princilla has gotten funding now to move into Houston. Been doing great work in Dallas and now she’s going into another market because of how valuable the services she provides, but these were two startups that have grown, had challenges. I’ve seen. All of it with them, but they are, there are success stories and what I don’t want people to think is, oh my goodness, you know, that doesn’t happen and it does. I’ve seen women of color lead very successful, thriving million dollar plus nonprofits, but again, it’s having the boards to support them, to give grace and who are willing to extend their networks to them and resources to make sure that they’re sustainable. Which is not asking them to do anything more than they would do for any other CEO. Thank you. That’s of any of any persuasion of male or female. Any other, any other CEO would ask the same thing. Do it for everybody. That’s all, and I don’t think people understand that. I think they get so caught up in, oh my God, you’re taking something from someone else to give to somebody else. No, just be fair to everybody. Give everybody talk to me. That’s it. Let’s talk about your research. So you, you, you have your PhD from Antioch? Is it in social capital like it’s in leadership and change, but I’ve focused on relational leadership and social capital. I’m intrigued by relationships. Relation wait, this is a big phrase now, and you’ve been studying it for years and uh I I just heard it for the first time. Relational leadership and and social change. Social capital rela relational leadership and social capital. OK. Relational leadership. Yeah, why don’t, why don’t you say, say something about what what what does your research show you about the value of relationships? So I, I know there’s value. What, what, what does your research? Share, share some of the, your lessons. Oh, I learned so much. Um, I brought together a group of women leaders in the Dallas area and I wanted to, a couple of things. I wanted to use the immunity to Change process. If you’ve never read the work of Keegan and Leahy, two authors out of Harvard, wrote a book called Immunity to Change through adult Development on its head, but basically what they say is adults can change. And so I wanted to use their tool to see if You can use this to build relationships that can we look at a change management strategy that can help women build relationships with each other as they’re trying to create their own change in their lives and with the organizations that they serve. It was amazing because we had women who were different religions, various ages, different Ethnicities. It was wonderful watching the connection. I learned a couple of things. When people are in proximity to each other, we become advocates for each other, so it’s not us versus them. We just need spaces to talk to each other and see similarities. So that that was one of the things and that through that something happens called perception transformation, that when we’re talking to each other. You caused me to start thinking differently about the way, especially if I’m not like rooted in what, you know, I’m in and and I have to be right. But with the right environment, people’s perception will transform because of the relationship. That when I’m listening to you and and Research has even shown that when we’re listening to people and we’re having these deep conversations, our brain patterns begin to mirror each other. So something neurologically even happens when we’re in proximity having conversations and connections. And that was one of the things that I noticed with the women. But I also noticed how they were building their own networks through the connection with each other. So we had two women at the time in my research who were both unemployed, one was black, one was white, and they had very different experiences of unemployment. And listening to them talk about their journeys, they started helping each other. It was like, well, hey, I can do your resume. Well, let me tell you some things that you may need to think about that can help you get the hook up with this next job. It was just so cool to watch these women. That research happened years ago. Do you know that these women still meet, still get together all these years later and just hang out and love on each other and it was because of creating this environment, so I learned a lot, but for me it was, how do I help people build this ideal of social capital. And it’s not a term I came up with. Social capital was coined by this man named Hannafin in the early 1900s who saw some parents talking and he said they’re sharing social capital, they’re sharing resources. And the term has gone through this iteration, you know, you see it in, in, in public administration and economics, but it’s always this idea of how people move, you know, things in our society. It’s a form of currency. And I think we all, we think about the financial part of it but not recognize that it actually is the key to everything. Money is attached to people. Our experiences are attached to people. And so the more modern day father of it is this scholar I do named Robert Putnam, and Putnam wrote this huge book, Bowling Alone in 2000 that talked about, yeah, and so he talked about. How bowling leagues were instrumental in people building relationships and if you notice now, we’re so much more polarized as much as we think, you know, social media does that, you don’t have the proximity that happens when we’re in person with each other and having conversations. I can be a keyboard warrior and just say whatever I want to you and hide behind, you know, on an avatar and you never really get to have an experience with me and get to know me. So my research is really, you know, helping folks think about what does it mean internally to build social capital with your teams cause when you do that well, then you can help your external community, but if y’all all hate each other and you can’t stand the ground that your boss walks on, how do you expect to go into communities and have that, the affection for them when the team has a very toxic culture? So what are some of the lessons we can convey to to nonprofit leadership? You’re doing a relational leadership and social capital. What, what are some of the leadership takeaways for us? So nonprofit leaders have to understand that leadership is a process with people. And that we have to get to know our teams. Now, I’m not, you know, expecting you to know what toilet paper your team uses. That’s too much information. But what I do want you to know is what’s the motivation? Why do they do what they do? It’s more than just the job because if I understand what motivates you, why you do this work, then I can begin to help you grow in those areas. That you may not be as strong in, but I can also help amplify the ones that you have strength in. So I have to know you. I can’t just know you for the function of the job. I’ve got to get to know what interests you. What is it that that you don’t like cause then that helps me understand, oh, don’t put them in this position cause we’re not gonna get the response we need. So relational leadership is really about helping. You know, your team grow and thrive through the practice of building relationships. So one of the things that I’m often, you know, talking to teams about is how do you play together. Play, kids learn each other through play and we lose that when we get to be adults that we don’t wanna play anymore. So what does it mean as you are thinking about retreats? How do you create space to play with one another as a team to learn, wow, they’re really competitive. Oh my goodness, this is a person who likes to Coordinate and organize. How do you build relationships, not just in the office, but thinking about strategically twice a year, pulling your team together and not having a consultant come in and talk to them, but having them grow together and brainstorm and learn each other. They’re gonna be more advocates for one another when they know each other. Or even uh less formal, just occasional lunches together and, and it doesn’t have to be the whole team. It could be lunches one on one, you know, go to lunch with somebody you haven’t before, a team goes to lunch, the other team goes to lunch, you know, there, so you get to know, get to know your folks like you’re saying, you know, what motivates you. Who’s a single parent, who’s a caregiver. Yes, and I, and I’m big on teams getting together because of cross pollination, because now I’m getting people to share insight with each other who aren’t a part of that team that can give us a perspective that’s very different, even though we’re part of this organization. So what does it mean to start doing this? Cross pollination. I even have seen teams and I encourage this, don’t have a space where people can talk about work, have a no work zone. So maybe in the break room it’s you can’t even say anything about the job. We’re gonna talk about each other or the water cooler. It’s a no work zone and people have to use that to get to know each other. Wow, all right, relational leadership. Better governance, excellent. Francois, thank you. Thank you. You got uh you got some really sound advice. Thank you. That’s it. What what more can I say, Francois. Booker Drew You’ll you’ll find her at Doctor F R O S W A Doctor Frawis Booker.com and uh and on LinkedIn, I hope you’ll connect with me on LinkedIn if I send you an invitation. You’re not gonna turn me down like relational leadership. How could you turn that turn me down. No, rejected, rejected. No, you would never. OK, I know. All right. Thank you. Thank you for sharing all your, all your wisdom. It’s excellent. Thank you. Thank you for having me. Next week, HR for non-HR professionals. If you missed any part of this week’s show, I beseech you. Find it at Tony Martignetti.com. Our creative producer is Claire Meyerhoff. I’m your associate producer Kate Martignetti. The show’s social media is by Susan Chavez. Mark Silverman is our web guy, and this music is by Scott Stein. Thank you for that affirmation, Scotty. Be with us next week for nonprofit Radio, big nonprofit ideas for the other 95%. Go out and be great.

Nonprofit Radio for September 22, 2025: The State Of The Sector (Beginning With AI)

 

Gene Takagi & Amy Sample Ward: The State Of The Sector (Beginning With AI)

This year, any conversation about the nonprofit sector finds its way to Artificial Intelligence. So we start there, with our contributors Gene Takagi on legal and Amy Sample Ward on technology. Amy is concerned about our lack of security readiness and shares their Top 5 security must-haves. Gene explains your board’s duties around tech, budgeting and planning. They both see resilience as critical. Plus, a ton more. Gene is principal attorney at NEO Law Group and Amy is the CEO of NTEN.

Gene Takagi

Amy Sample Ward

 

 

 

 

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Hello, and my voice cracked. Welcome to Tony Martignetti Nonprofit Radio, big nonprofit ideas for the other 95%. I’m your aptly named host and the podfather of your favorite hebdominal podcast. Oh, I’m glad you’re with us. I’d suffer the effects of chondrodermatitis, nodularis helicus. If I heard that you missed this week’s show. Here’s our associate producer Kate with what’s on the menu. Hello Tony. I hope it’s so funny. It’s that voice cracks like I’m 14. Hey, Tony, I hope our listeners are hungry. The state of the sector, beginning with AI. This year, any conversation about the nonprofit sector finds its way to artificial intelligence. So we start there with our contributors Gene Takagi on legal and Amy Sample Ward on technology. Amy is concerned about our lack of security readiness and shares their top five security must-haves. Gan explains your board’s duties around tech, budgeting and planning. They both see resilience as critical, plus a ton more. Jean is principal attorney at Neo Law Group, and Amy is the CEO of N10. On Tony’s take two. Tales from the gym. The cure for dry eyes. Here is the state of the sector, beginning with AI. It’s a pleasure to welcome back Gene Takagi and Amy Sample Ward, our contributors to nonprofit radio. Gene is our legal contributor and principal of NEO, the nonprofit and exempt organizations law group in San Francisco. He edits that wildly popular nonprofit law blog.com. The firm is at neolawgroup.com and he’s at GTech. Amy Sample Ward is our technology contributor and CEO of N10. They were awarded a 2023 Bosch Foundation fellowship and their most recent co-authored book is The Tech That Comes Next, about equity and inclusiveness in technology development. You’ll find them on Blue Sky as Amy sampleward, aptly named. Welcome. Good to see you both. Gene, Amy, welcome back. Good to see you both as well. I actually got to see Gene in person this week, which was a real treat. But your faces coming through the internet. Where? Where? In DC in a in a meeting. Oh, cool. Yeah, it was wonderful to see Amy and hear a little bit more about her family and learn, learn about things going on. um, and great to see you too, Tony. Thank you. Last time we were together was the 50th. That’s right. Yes. All right, um. So Amy You have been, uh, you have lots of conversations with funders, intermediaries, nonprofits, uh, I’d like to start with you just. What are folks talking about? Yeah, I think there’s A lot of desire for thoughtful conversation across the sector right now and, and over, you know, the last handful of months and I’m sure the months to come. And that desire for thoughtful conversation is trying to be held in a time where things feel rapidly unraveling, you know, and A few, I think patterns have been coming up at least in the versions of conversations that I’m, I’m in, whether those are, you know, 1 to 1 with other intermediary organizations, capacity building organizations, um, nonprofit service groups or, or even philanthropy serving organizations or with funders themselves, and they’re, of course, different. You know, flavors of the same dish maybe, but I think everyone really wants to hear and help and It feels like there’s not that much help happening. Um, I think when you talk to funders are presume you’re talking about. How does that go? Like you you should be funding technology, you should be funding capacity building, you should be funding. that are advocating for things or yeah, I mean, part of what sees as our kind of theory of change in the way that we make impact is of course and directly supporting nonprofit staff through training but also shifting the conditions in which all of us are doing this work. Right, so asking funders to fund adequately for the technology and data that is needed to, to deliver the programs, their funding right is part of that or, or all kinds of other advocacy, um, big, big a little a, you know, influencing thropy, and they, and I, I have to do, so they take these meetings like they don’t mind being told what they ought to be funding. Oh, it’s easy to take a meeting. It doesn’t mean you’re making you’re implementing what’s what’s the outcome and what’s the action? I realize that. But I’m OK, I’m, I’m, I think that most of the, most of the conversations N10 is entered into with foundations are not necessarily on the premise of like, can you please give us this feedback to fund a certain way, right? We just say that when we have access to. To folks that we, that we could share it with, but mostly, um, I think in these times, just like honestly in 2020 funders and other philanthropy serving organizations are asking for what we see because we are able to see into a lot of different types of organizations across the sector, not even just in the. and see trends that are emerging, see what folks are really asking for help on right in a way where we’re not having to divulge, oh, this organization that’s your grantee, they don’t know how to do this, right? There there’s not that vulnerability we’re able to share trends and unfortunately, the trends aren’t aren’t new, but, but at least they’re asking about them right now and they. are very, um, vulnerable issues. Like we are seeing incredible lack of security readiness in organizations. And as we’ve talked about on this show, and Gin has talked about, you know, there’s a lot to be concerned about when you think of a nonprofit organizations like digital and cybersecurity because It’s your staff, it’s your content, but it’s also all of your constituents, all of those people who’ve received programs and services, and if you feel that your mission and your programs and services are vulnerable, those folks in your community who’ve accessed them are 10 times more vulnerable, right? um, than your organization is, and that’s something that I think for us we just. We care about that kind of more than anything and so it really has felt like a spotlight on security and even just to um illustrate, we we can created a new program just to try to help in this way, um, a 3 month just security focused program. We had a single email that said that it was open. Um, In 4 days, we had 400 applicants from 26 different countries asking to be in the 20 people, you know, cohort, so That was, I think, validation that we were really hearing the trend and hearing what, OK, what are, what’s behind some of these questions that we’re getting? What are people really struggling with and oh my gosh, OK, we’re right, they are really struggling with security. This is um let’s, let’s bring Gene in on uh on security. You’re nodding a lot, Gene. And, and we have talked about, as Amy said, uh, as they said, we, we have talked about it, but, uh, you know, it’s, it bears amplification, because we, we all have talked about cybersecurity, protecting data, but especially as Amy’s saying, the, the, the people you’re doing the work for, if you’re, if you’re involved in a people, uh people oriented work, Gene, remind us. Oh, I’m amplifying everything Amy says, as I’m wise to do, um, but maybe I’ll just add that, you know, when people think, including funders, when they think about technology and, and some of them are just focused on AI right now, but technology is much broader than that, of course. When they’re thinking about technology, they really have to think of it as one of the core assets of an organization, and that’s not all because it’s also a huge risk and liability not only to the organization but all to all its beneficiaries and its communities that they serve and it’s communities that they exist in so it’s all of that it’s it’s even more complicated. To manage if I might venture and say this, then your other main investments which are like in staffing and in facilities like this is stuff that we don’t have a lot of experience with it’s newer things that are coming up. We haven’t learned how to manage it very well. It’s a little bit out of control. as it develops as with AI going on we don’t even know what the laws are related to this um so this is stuff that funders need to fund and organizations need to invest in really badly and when they don’t think about doing this they’re they’re really. Living for the short term at the expense of the intermediate term because it’s not even that far off in the future where these risks will ripen. They will ripen very, very quickly now. um, so that’s my two cents. And add to what she’s saying. I talked to two different, um. Funders who are who are regional funders, not national funders, and said, hey, I know the folks that are your grantees, they’re um predominantly rural organizations. They’re predominantly very small organizations, you know, single digit FTEs. There are folks that we can see in our data, not as individuals or individual organizations, but by kind of organizational demographics, are, are very likely to have really low scores, you know, ineffectiveness in these areas. We have free resources. We’re not even like asking you to fund us necessarily, like, which I should have been asking, but, you know, coming at it from really how do we get these resources available to organizations who we know are vulnerable, and their feedback was, well, security is not an issue that any of our grantees have raised with us. And I just want to pause there because why would a grantee in the vast power imbalance between a very small rural two-person organization and a funder, say we don’t have a security certificate on our website, we don’t have secure, you know, donation portal, we don’t. Have a database protect like why would they surface these would be fun? Of course they had of course no one has brought this up, right? Why would they point you, you need to be thinking beyond what was in that grant application and about really the, the safeguarding of that mission. Not only why would they admit it, but it may very well have nothing to do with, although it’s, well, it is related to what they might be seeking money for, but it, it’s, it’s grant application. Yeah, it’s not, it’s right, it’s not gonna be a question on the grant application is your, you know, do you have a, do you have a secure fundraising portal? Um, Gene, you have some advice around board like this should be at a board level, board level CEO conversation, right? Yeah, I mean it’s where it starts to get started. Yeah, and, and very obviously like technology comes up as a budget item, right, for the board. So when the boards are approving annual budgets, are they leaving any space for technology changes? Well, so many organizations, including public governments, are, are just like putting patches, right? They’re investing in patches and so they’ll patch, patch, patch. Um, but the technology is advancing so much quicker than patches can actually address. And again, The persons and organizations at risk are not only the the charity itself, right? It’s all of the beneficiaries whose data they’ve compiled and potentially like just goes beyond that as well. So it’s really, really important now for the boards to say let’s think about this as one of our core assets and our core risks and figure out how we’re going to properly budget for this item. And talking about sort of risk opportunity, you know, assessments and saying, well, what happens I, I’m a big fan of scenario planning and maybe it’s hard because these things don’t have definitions but over strategic planning for like a a longer term plan. I think scenario planning right now is really important because the the environment is just shifting so quickly, right? It’s like shifting every few months it feels like so scenario planning for different scenarios and and some of that would be well what happens if we don’t change our technology or what happens if we don’t invest? What are the worst things that can happen? What are the likely things that are gonna happen? and do we actually have board members who understand any of this? Do we need to relook at our board composition? Do we have anybody younger than 50 on our board? And for a lot of organizations, too many organizations, the answer is no, which will hurt you in the fundraising sort of pipeline down the road very quickly as well. Um, we’re not incorporating enough, um, Gen Z, millennials into the governance and leadership positions as, as boomers and even, um, Gen X are are are hanging on to positions longer. You know, for, for a reason, for a good reason, but, um, we need to bring more younger people into the pipelines because they have perspectives. They have a lot of what’s at risk, um, here as well. So that’s kind of my thinking in with respect to fiduciary duties, in the budgeting, they’ve got to understand it. In the recruiting for board members, they’ve got to figure out how to develop the pipeline of who to bring in on the board, like in their duty of loyalty, like to the organization’s best interests, they’ve got to be. Thinking not only about the purpose or the mission of the organization they’ve got to be thinking of the values of the organization, including how much they value the community and all of this relates to the organization’s um what what I’ll call it’s. Reputation or it’s just um legitimacy to the public at a time when the government is poking holes at organizations’ legitimacy if you haven’t earned that from your own community fundraising and everything else will will just dry up so you’ve got to invest in legitimacy if you’re not investing in technology at this point and protecting persons that rely on you. To safeguard their data you’re gonna lose legitimacy really quickly and you’re gonna be irrelevant or or, you know, liable for, for what are two quick things to what Gene’s saying on, on the staff side but then also on the board side. Plus a million to everything Gene said about making boards more diverse, um, including age, but I don’t want folks to think that that means because you need to like have a 25 year old on your board that’s now in charge of your technology. The board’s job is not to be in charge of your technology, but having more folks in that board meeting who have perspective or experience a lot of different. Things are possible helps open up strategic conversations to say, hey, have we considered this? Not that I’m now the implementer because I’m the board member, but it really does help and I just want to draw that line that we’re not saying make someone on your board in charge of technology, but having people comfortable with technology strategy conversations is very, very valuable, of course. The other side on the staff side, You know, one thing we see in our research, um, and our, you know, different assessment tools and in our programs, yes, there are still organizations that don’t have all the policies that they could have, right? They don’t have strong data retention policy, they only think, oh well, payroll files or HR files, right? They’re not thinking about all of the data, all of the content, you know, all these different things, right? We can have a big policy book and there’s work to be done there. But the real area of vulnerability that we see is organizations likely have some policies, but they do not have staff fidelity to those policies. So you could like go through a checklist and be like, yep, data consent policy, data collection, you know, but staff don’t know the policies exist and they are not practicing them at all in a consistent way. And so I wanted to go back to the scenario planning note because I think we see some folks um. You know, yes, you could bring in a consultant or you could get some sort of big security like test going, but what you could also do is in a staff meeting just take that time and say right now if we got an email that we had been hacked, what do we all think we would do? And just talk it through together and see oh this person. Thinks we would do this and this person over here says, oh we have an account here. What do we have? What, what is our answer, right? What, what are the questions we don’t know how to answer? Let’s go answer those questions for ourselves and really have more um opportunity I think to surface with staff where people don’t know something, not in a shame way but in a like, gosh, this is what we should focus our training on isn’t just let’s draft another policy. Let’s understand how to do these things as the people doing them every day. Amy, uh, in, in a couple of minutes after Gene and I talk about something that I’m gonna ask him, then I’m gonna ask you something, but you, you, I don’t want to put you on the spot with no, no forewarning. If we have, let’s, let’s take a, let’s take a, our audience is small to mid-size, so let’s go more toward the smaller, let’s take a, let’s take a, a 15 person nonprofit. Uh, it, I’m not sure it matters what the mission is. I, I, I don’t want to constrain you. I want you to think broadly. I, I’m the CEO of a 15-person nonprofit. Uh, we’ve got a $4 million annual budget. Is that 2, maybe 33 to $4 million annual budget for 15 employees, full-time employees. Uh, what I’m gonna ask you in a couple of minutes is what, what are some, what, what basic things can you name for us that, that we ought to have? OK. You, I thought that was you know way, you know, yeah, I know you’re gonna start writing, thank you. Gene, I want to ask you, uh, I, I, let’s let’s talk about the core assets of a nonprofit. Uh, you, you, I love that you’re identifying technology as a core asset. Are there, are there other core assets that, that I’m not thinking of? The staff is typically number one, right? Facilities is typically a pretty big investment, although that’s been changing um with a lot of remote working now and organizations seeking to downsize how they allocate where their investments are, where their assets are. um, staffing is also changing and. Part because of some technology, right? So if technology isn’t in that bucket in there, you may be downsizing staffing, you may be reducing facilities, but why is that happening? Probably somewhat related to your technology. If your funding stays stable. I know that’s a big assumption, but probably technology is playing a part in that. Is your technology? Gonna break down like in a year. That’s something to really think about. If you’re now reducing staffing and reducing facilities, relying on technology that’s gonna break down in a year or give you problems in a year or create harm to your beneficiaries, that’s like the big one that that Amy raised that, that really hits home for me. It’s like. Now you’ve got to really rethink what was the board doing? Did you even think about that? Um, so you know as part of your fiduciary duty of care, and again I love to think of it in terms of both the mission of the organization and the values of the organization which if I bring it down to fundamental human rights, it’s preserving dignity to your beneficiaries, right? And if you’re not safeguarding your private data and if you’re letting health data flow away, and this includes your employees too, right? like. Like your key stakeholders, if they can’t trust you. Then your legitimacy is also gone, right? So you’re really just shooting yourself in the foot unless you’re doing that. So boards have got to now rethink like we maybe weren’t thinking about technology that way so much before, but as we’ve seen how exponentially, you know, um, exponential changes technology creates for our organizations and the environments and what we invest in and what our risks are, boards have got to be in the mix and I agree absolutely with with um. Amy, it shouldn’t be the 30 year old or 25 year old board member who’s like, OK, you’re in charge of the technology. Yeah, no, no, it’s, it’s, but it’s another perspective in there. Yeah, and it’s, it’s, it’s better informed, uh, look, I’m the oldest person on the on the meeting, uh, in our chat. Uh, they’re, they’re better informed, you know, they, they, they have a a fluidity, they think about things that, that 63 year old is not gonna think about or 55 year old is not gonna think about. Um, so I’m just kind of fleshing out, yeah, of course, different perspective, but how so? Because they, uh, depending on their age, they either grew up with, you know, uh, technology is an add-on to my life. And some people have had it since like age 5. You know, I had a rotary phone at age 5. And I always dialed it backwards. So, you know, I was challenged from the beginning. Our colleague, our colleague is looking up from our uh homework assignment, homework from their homework assignment. What, uh, what, what do you, what you, what can you enumerate for us? I have 5 things I wrote down off the top of my head. I don’t know that if I had. You know, 50 minutes instead of 5 minutes that I would write the blog post with these same 5 pieces, but I think all of them, I know you gave me an organization, kind of 15 people, 4 million, but I don’t think any of these. Are unique to that organization. So I just want to say that. The first is cyber insurance. I know everybody thinks like let’s make sure we have our DNO in place. Check the box for some insurance as well, you know, um. Let’s make sure everybody DNO directors and officers insurance in case you’re not familiar with that, that’s, that’s an essential should definitely have that directs and officers, thank you. Yeah. Yeah, the second piece I um put down was data deletion practices. I feel like there’s such a focus on preserving data and content at all human reason, um, but actually, Like, to what end do you have this, especially to to Jean’s point before about the dignity of people, and they’re not in your program, you’re not reporting on them, you know, to a funder, you’re not, why are you saving every bit of this if it means somehow that list is taken, you know, um, and we talk a lot in our kind of closed cohorts when we’re working with organizations. That it isn’t that we don’t think there’s value in being able to look at longitudinal data of your programs and, you know, do that evaluation, but you don’t need to know that Amy Sample Ward was the person in that program, right? There are ways that you could anonymize the data and still preserve the pieces that are helpful for your program like evaluation. Well, removing the, the risk of it still being me or Jean or Tony, you know, associated. So I really think deletion practices and policies that dictate when you delete things, how much of it you delete, what you um anonymize is really important. Third, This is, I think, hopefully more top of mind for folks since so many organizations. Maybe became hybrid or virtual or remote permanently from the pandemic and that’s content and machine backups and and redundancy. I see a lot of organizations who say, oh, but we use the cloud, right? Like we use Microsoft 365 or we use Google Workspace. OK, but in your day to day is every single document that someone’s working on in those systems and if they’re downloading it to work on it offline for any reason. Well, does it have data in it? You have constituent information in it, um, but also like if someone’s working on something and they’re You know, computer is stolen or broken or vulnerable, is all of that backed up somewhere? Do you, you know, there it’s quite simple to set a full machine backup to the cloud every day too, right? But it, it just takes thinking of that, prioritizing it and setting it up, um, including, including with that recognizing. That employees might be using their own devices. They, they probably shouldn’t be, you should be, or you should, you should at least be funding their technology, their, their monthly Wi Fi bill, etc. but beyond just recognizing that they may not even be using exclusively your technology and, and what’s the, what’s, so then what’s the redundancy and backup of on their own devices. Technology policies that say the only tool you could use is the laptop we gave you are intentionally limiting your own understanding of how those workers are working because there’s no way that they are only using that laptop you gave them. So, having a policy that says this is how you safely access our tools, whether you’re using our laptop or not, at least allows you to build the practices, the human side of security into that use instead of pretending it doesn’t happen, you know. Yes, yeah, OK, number 4 and number 5 are somewhat similar, but again this is where we see big breakdowns in practice. Number 4 is that Every system that can have it has two factor enabled and is required. There’s so many ways to do to factor that it isn’t an excuse to say that it’s like burdensome, it doesn’t have to be like, it doesn’t have to be a personal text message. It could be an authenticator app, whatever, but like you need to have to factor on everywhere, um. And need to be using a password manager so that staff are not sharing passwords with each other by saying, hey Gene, the password to, you know, our every.org account is is this like, oh my God, you know, that we can both we can both log in but it’s encrypted we don’t see the password, right? We’re sharing it um in a safe way. And then the last one, number 5, is that, again, a practice, organizations have established processes for admin access for if you get logged out of something that it is not. I email Tony and say, oh, hey, will you send that password to me? Like, most of the security vulnerabilities that we see with organizations isn’t because somebody was in a basement and hacked their way in. It’s they sent one phishing email and a staff person responded and was like, oh yeah, here’s your password, right? Like, it wasn’t hard to get in. So, If you have a policy that says you’ll never email each other to say I got logged out, what is, what is a more secure way? OK, well, I call you on the phone. We have this secure password that we say to each other that only staff know and like. I’m not saying that has to be your plan, right, but it isn’t just randomly, oh, the ED sends an email to the staff person that says, please reset my password. Like, I don’t think that’s gonna be foolproof, you know. OK, so it’s just as simple as like a procedure for what happens when somebody can’t can’t log in. Exactly, because that does happen. So why not create something where everybody on the team knows this is what we do. I know I’m doing it safely, you know, and following the procedure. OK, those are pretty, those are pretty simple. Um, so you might, you might say, well, cyber insurance, that’s not simple. It’s not like I can do it today, but you can talk to brokers, you can talk to insurance brokers for cyber insurance, data deletion policy. I’m gonna venture that N10 has a, uh, sample data deletion policy and its resources. There you go. Backup and redundancy. Do you have, is there advice about that in Yeah, there’s lots of it, but I’ll put it on our list to make sure that there’s some guidance on that on our cybersecurity resource hub, which is all free resources, so I’ll make a note of that. Beautiful. 2 factor and and password manager. All right, that, I think that’s pretty well understood. I mean, uh, I, I have clients that use the, uh, the, the Microsoft authenticator. As soon as, as soon as I hit, as soon as I hit enter on the, on the laptop, I can’t even turn to my phone fast enough. The Microsoft Authenticator app is already open, notified. I’ve already got the not in the, in the second it takes me to turn from one side of my desk to the other. The authenticator is open. Uh, so it’s not, there’s no, it’s not like there’s no delay. Right, um, OK, and a procedure for not being able to log in, uh, uh, I bet you could find that on the intense site too. All right, thank you for that quick, quick homework. Thank you. All right, all right, so this is eminently doable. And then there’s, you know, of course you have to go deeper. There, there are policies that you need to have, but you know, I wanted something kind of quick and dirty, so thank you for that. All right, all right. Um, Should we turn to just like general state of the sector from our cybersecurity conversation? Sure, um, Amy, you wanna, you wanna kick that off? You kick that off. Yeah, I do talk to lots of people and I think, you know, we’re hitting the two-year mark of kind of like unavoidability of people constantly talking about AI which I have my own feelings about, but, you know, If I step out of any one day’s conversations about AI and look at the last two years, we’re in a very different place of those conversations, you know, um, in a way that I think I finally feel good about how the trend is going in those conversations, um, a lot of one on one calls I have with, with really diverse organizations, you know, small advocacy organizations, global HQ or, you know, like all kinds of folks is. How do we not use the tools that are being marketed to us? And how do we build a tool that’s purpose-built, that’s closed model, that’s just the content we want it to have, right? And like actually useful for us. Which I think is really exciting, that folks are kind of seeing that it’s, it’s just technology, just like, yes, it has different capabilities, you do different things, different tools do different things, of course, but I’m really excited that it feels like folks are trending towards. Well, we have some use cases. How do we build for those use cases versus we want to adopt these things? How could we find something to do with these things we want to adopt, which I think was the reverse order of it all. You and you and I have a friend who is devoted to this exact project, uh, George Weiner, CEO Whole whale, they’ve created Cas writer. Yeah Horider.AI, which is intended exclusively for the use of small and mid-size nonprofits, limited, limited learning model, uh, your content safe within it and not being skilled in artificial intelligence, that’s about the most I can say about it. But whole well, they have a, they’ve, and they’re not the only one I’m sure, but they’ve created a product specifically, uh, to take advantage of. The technology of AI, but reduce a small and mid-size nonprofit’s risks around your use of it in terms of what it brings in and how it treats the data that you provided. Yeah, causes writer, change agent, there’s a number of folks in the community. You know, trying to help organizations in this way, which I think is great, um, but a trend, a smaller trend in the last couple months in these AI conversations, bigger trends like I said, but there’s also this piece where I’m hearing from folks saying that. They can tell, for example, a colleague used Chat GPT Gemini, and, you know, a large tool like that to to make this proposal that they sent to them or this email, and when they say, hey, it’s really clear that you used Gen AI tools to write this, could we talk about it and get into like your thoughts more about it? There where they had in the past felt that folks were like, oh yeah, I did, but like here’s what I was thinking. Now there’s just complete denial that the tools were used. They lie. People lie? Yes, that’s right. And so to, they’re like, well, how do we have strategic conversations about the way we use these tools if you’re going to deny that you’re using them. Well, let’s let’s talk about what, when you lie to someone about anything, especially I don’t, I don’t, it seems innocuous to me, but, uh, including AI, well, I’ll, I’ll, I’ll leave my own adjective out of it. I think it’s innocuous. It’s so the the technology is so ubiquitous, but all right, if you lie about anything, you, you lose legitimacy. I, if I were a funder, uh, OK, thank you very much. Goodbye, because you just, you just lied to me about something that I don’t think is such a big deal even. And I’m giving you a chance that I was able to point to it, you know, yeah, and I’m giving you a chance to overcome it. I want to have a chat human to human, and you’re denying that the premise of my question. OK. All right, I’m so I’m shocked, obviously, I really, I’m dismayed that people are lying about their use. That’s completely contrary to what the advice is ubiquitous advice is that you’re supposed to disclose the use. Right. I’ll just throw in there that. Please, Gene, get me off my, push me off my soapbox. Well, back to kind of board composition, if you ask a bunch of board members, I think many of them. Would say AI is just like one thing. They have no idea that like AI is a million things, right? And you’re probably using many, many forms already whether you realize it or not, even on a Google search, like, you know, AI is popping up now you might, that might be a little bit more obvious now, but. Just to, to know that AI if I compared it to a vehicle, for example, it could be an airplane, it could be a bicycle, it could be a tank, right? They they all have very, very different purposes and repercussions and so you have to understand that like, oh we’re gonna like invest more in AI. That doesn’t mean a whole lot. So, um, to figure out what your what your strategy is again, I, I, I think, um. Cybersecurity and when when organizations are gonna venture off into AI a little bit more they’ve got to see it as part of governance and not just information technology it’s not just the uh a management tool it’s part of their governance responsibilities. It’s time for Tony’s Take too. Thank you, Kate. Got another tails from the gym. This time, two folks whose names I don’t know yet, but I do see them. Fairly often, they’re not as regular as Rob. The marine semplify or uh Roy, I’ve talked about Roy in the past, not, not, not as common, but we’ll, we’ll, we’ll find out. Like I did find out the uh name of the sourdough purveyor, you recall that just a couple of weeks ago. Uh, I, I’m gonna hold her name, it’s in suspense now, but, uh, I learned her name, the, the one who gave the sourdough to to, to Rob. So these two folks were one of them, uh, the guy. Suffers dry eyes. And the woman he was talking to had the definitive. cure for dry eyes. You have to try this. And she was on him for like 5 minutes, you gotta try this. Hold, hold on to your, make sure you’re sitting because you know you’re not, you, you’re not gonna wanna, you’re not gonna wanna stumble and fall down when you hear the startling news of the dry ice cure of the uh of the century. Pistachios, pistachios. She was very clear. 1/4 cup. She, she did not say a handful, which to me a handful is a 1/4 cup. She didn’t say a handful. It’s a 1/4 cup of pistachios daily, right? This is a daily regimen you have to follow and you will get results within 3 to 4 hours. She swears it 3 to 4 hours, your eyes are gonna start watering. It’s gonna be like you’re crying and tearing, like you’re at a funeral or a wedding. That’s how much water you’re gonna have. All right, I editorialized that I added the wedding funeral, uh, uh, analogy, but she swears within 3 to 4 hours your eyes are, are gonna be watering. Follow the regimen, pistachios. She was also very precise. These are shelled pistachios. You don’t wanna get the, uh, the unshelled ones too much work, uh, which to me that’s interesting now that’s, that’s contrary to the advice that I’m hearing on, uh, YouTube. There’s that guy on YouTube, the commercial that I always skip, but sometimes I listen, uh, Doctor Gundry, you may have heard Doctor Gundry on the YouTube commercials. He talks about pistachios. He says get the unshelled ones because that way you won’t eat too many of them because you have to go through the task of shelling them yourself so you won’t eat too many because too many pistachios, according to Doctor Gundry now this is too many pistachios is bad, but the right amount of pistachios is, is, is, is beneficial, but he’s not as precise as the gym lady. He does not say Gundry, you can’t pin Gundry down. Of course, I didn’t listen to his 45 minute commercials, so, you know, I listened for like 7 minutes and I got the, the shelling, uh, the tip from, uh, from Gundry. So, He’s not as precise as the uh the dry eyes cure lady. A 1/4 cup of pistachios shelled every day. You’re gonna get immediate results. That’s all, it’s just that simple. cure the dry eyes. Don’t buy, don’t buy the over the counter. Don’t buy the saline in the bottle. Don’t buy the uh red eyes. Well, red eyes is a different condition that, uh, it’s different. She doesn’t claim to have a cure for that. Dry eyes, she, she stays in her lane. She’s in her lane, dry eyes. That is Tony’s take too. Kate. I like the specificity of the uh the shelled unshelled unshelled, no, no, no, get the shell, the ones without the shell, they’re already been shelled. She’s very precise cause that, because the shells are gonna take up more capacity and you know, and then you’re not gonna get the full 1/4 cup uh therapy. The treatment is gonna be lacking because you’re not gonna get a 1/4 cup because the shells are taking up space in your measuring cup. Well, then my next question would be like, salted, unsalted, old bay, no old bay. It’s like, Well, you should have been there with me. Uh, she didn’t, she didn’t specify. I think just straight up. She didn’t say salted or unsalted. That’s a good question. You’re gonna have to go on your own, let’s say if it’s a, if it’s a dry eyes regimen. Then you wanna, you wanna be encouraging fluids. So I would guess, now this is not her. I don’t wanna, I don’t wanna impugn her, her remedy, her treatment, you know, with my, my advice now I’m just stay in my lane. This is not my specialty, dry eye cures like hers. I would say you probably want the unsalted because salt, uh, salt causes, uh. More dryness, right, if too much salt, you know, you become dehydrated, I believe, so. But again, that’s not her. You know, I don’t wanna, I don’t wanna add anything on to her, her strict regimen. Um, oh, and by the way, uh, I heard one of the, uh, commentators I listened to on YouTube said, uh, somebody had Riz. I knew exactly what they meant, yeah, I knew exactly. I didn’t have to go look it up in the, I knew it, charismama. I said, oh, I know that. I don’t, I don’t have to go look it up in the uh in the slang dictionary. Oh, so proud of you. Yes, thank you. That’s just a couple of days later. All right. We’ve got Beu but loads more time. Here’s the rest of the state of the sector, beginning with AI with Jean Takagi and Amy Sample Ward. Now I asked about the state of the sector and we’re back into cybersecurity. It only took about 6 minutes, uh, and we’re like 1 minute and uh and then we just talked about it for 5.5 minutes. So, all right, where there are bigger things going on in the nonprofit sector. You know, our, our, uh, federal government, uh, the regime is, is, uh, has found nonprofits that are complicit in terms of universities. Uh, I don’t think it’s gonna stop there. um, we are, you know, both the left is, is under attack and. In a lot of different ways and that, that impacts a lot of nonprofits that do the type of work that is essential, you know, whether it’s legal rights or human rights, uh, simple advocacy, um, I mean, even feeding certain populations, uh, so obviously immigrant work, um, let’s. Uh, let’s go to the uplifting subject of, uh, the, uh, the state of the sector generally. Like, let’s put AI aside now for, for 15 or 20 minutes and just talk about. What people are, what people are feeling, what people are revealing to you. Gene, I’ll turn to you first for this, you know, what, what, what do you, what are people concerned about? What’s happening? Well, um, what’s on people’s minds is what I what I mean. Yeah, I, I think the sector is still feeling the the impact of the broader public being very polarized, um, and the effect of not only government actors on, um, uh, inflaming the polarization but on media as well, and nonprofit media is not exempt from that, uh, as well. So really is about trying to figure out, well, how do we. Move forward at a time where it is so polarized and where for many organizations the government is acting uh adverse to where our mission and our values are and they are affecting our funding and what’s gonna happen. So one of the trends going on right now I, I, I see is. There’s a greater understanding that we’re not gonna go back to the world. That, that was a year, right? We’re not going back there. We’re in this, what I’ll call is probably a transitionary period. I don’t think this period will last exactly like this either, but what’s gonna be next? What’s forthcoming? Is it gonna be worse? Is it gonna be better? And what can we do now as nonprofits to shape that direction? Like we can fight. Tooth and nail for everything right now, but if we’re not and by we, I’m including myself in the nonprofit sector, so forgive that indulgence, but if we can work towards a brighter future strategically, what are we thinking about instead of just sort of defending against every new executive order or every law and just trying to sort of fight on a piece by piece basis to just maintain scraps of of rights that. That we can preserve what what is our future plan, um, so we’re gonna also see with the diminished fundraising we’re gonna see some um consolidation in the sector, right? There’s, there’s a lot of nonprofits out there and they’re going to be a lot fewer nonprofits in 4 years. So what is gonna happen? So we’re gonna see more collaboration. We’re gonna see more mergers. We’re just gonna see a lot of dissolutions, um, and that’s gonna mean that a lot of communities are no longer gonna be served. So what other organizations are gonna pick that up? And if we have less funding to serve communities, do we need to find ways to do it in different ways, um, and so you know, back to technology, people will rely on technology, but that’s not the panacea for everything. Um, and I think collaboration is going to be a big part of it as well. So yes, there’ll be some consolidation and some mergers, but there’s gotta be other sorts of collaborations because the need is just gonna keep growing. Uh, but also trying to shape what we want in the sector is important and to understand that we’re not the only country that’s going through this, right? And we are more and more in a, you know, and this is one world and everybody impacts each other. And there are other very authoritarian countries that have really harmed their civil society and their nonprofit sectors, right? Yet there are nonprofits that continue to thrive. In those sectors, what are they doing? What can we learn from them? What gives them legitimacy when the government is not giving them legitimacy? There’s a lot to grow from here, evolve and adapt, um, but we are, and admittedly we’re in really, really harsh circumstances, so everybody is just sort of, you know, running all over the place without, without any direction still, but I think there’s more and more. Understanding that we’re gonna have to start to gather together and and and create some plans. I really agree with Jean and I, I’m also thinking about how we first started our conversation and How I said, you know, I’m experiencing folks really wanting to have thoughtful conversations, even though we may not be able to even make a container for those thoughtful conversations because of all the pressures and the anxiety and the unknowns. And I feel similarly here and in the way Gan is framed, framed the the uncertainty ahead because I see so many organizations who have never, through all the ups and downs, even if they’ve existed for 100 years, have never had to say. That their mission was political because no one has ever said that feeding hungry children was political or that housing people that don’t have a house is political or, or, you know, name most of the missions across the sector, right? Um. And now we’re in a place, you know, the last few months of the budget cycle and all of those debates made snap and uh so many programs became something where we we saw staff in the community saying like, oh gosh, well, normally I send a newsletter, normally, you know, this is my job and now I’m having to defend. That our organization exists and why we would exist and and what our programs do, but I also think to Jean’s point, there’s so much to learn and there is so much we already know. We do know how to do our work, right? Our folks who are running all kinds of missions and movements are experts and so even if we are. Um, looking at opportunities to collaborate, not just mergers and, and acquisitions or closing, but, but really collaborate in new and different ways, we don’t need to enter those conversations feeling like we don’t know anything. We know a lot. We’re just looking for maybe new venues or ways to apply that learning and that knowledge and I, I just, I wanna say that part because I, I don’t want folks feeling like they can’t enter those conversations because. They’ve just never done it before and they don’t know what what to even say. No, you know all about housing. You know all about resource mobilization in your community, whatever it might be, right? And so from there, there’s lots to grow from that that there’s already fertile ground. We, we have, yeah, we have experience, we have wisdom. Um, it sounds like, you know, you’re, you’re both talking about resilience. You know, we, we, we need, we’re, I guess in the current moment, we’re sort of treading water to see what’s coming as we’re, as we’re defending our, whatever, whatever our work is or whatever is important to us personally, because we, you know, we know that we, we can’t, we can’t take on everything, but, you know, we’re, we’re standing up for what it means the most to us. As, as individuals and as, as nonprofits. And then we’re waiting to see what, you know, what the future holds, um. I, I, I agree. I, I don’t, I don’t think it’s gonna be this extreme, but I also agree we’re not, we’re not going back to uh the 2016. Yeah, I’m just a really strong believer in, in one thing you said, Tony, about like what we want. There, there’s some things we want, and I think that is true of most of the country. I think for a lot of things, we want the same thing, right? It fundamentally it’s dignity for everybody, um. Uh, and, and dignity for our own communities. So just trying to find that and showing how nonprofits further that goal and making sure. That your representatives know that is really critical. So right now our our representatives just seem to be voting as blocks, right? They just vote along party lines and they’re not doing much more, but that would change if en masse, like the people that vote them into power say these are the things that really are meaningful to us like do something. You know about these fundamental things we wanna be able to feed our children we wanna feel safe on our streets like they’re just fundamental things, um, and then we can talk about how to accomplish that and we might have disagreements on, on that, but make sure the representatives know that they’re gonna be held accountable for helping people get what they really want and what the things that most are are most important to to them. That are meaningful to them, um, because so many things that people are shifting the arguments towards have no real meaning to their personal lives like attacking certain groups, you know, for, for, for allowing them to have rights probably, you know, the people people are attacking them. It probably doesn’t make any difference in their day to day lives or not whether those other people have rights or not when we’re speaking about certain minority groups, but why are they attacking it because that makes them or or they’ve been positioned. I, I think they’ve been. Uh again with, with technology and AI they’ve been brainwashed into thinking this is the fundamental thing that separates us versus them and we have to be better than them and um I, I, I think we’ve really got to get off of that sort of framework of thinking and really having nonprofits connected with their communities and tying them to their representatives is really really important at this time. Yeah, that that zero-sum thinking. That everything somebody else gets detracts and takes away from me, my, mine. Whether it’s an organization or person. It reminded me of a conversation we had on the podcast. I’m trying to remember when it was, it was years ago, years ago, um. And I don’t remember what if it was uh political administration change or it was natural disaster. I don’t remember what maybe the original impetus was when we, when we very first talked about this, but It is reminding me of, you know, we’ve said before the value that every organization has in, in kind of sharing the, the information and the data and the lessons and the truth of your community and your work so that when people are putting into the garbage machine, you know, tell me the tell me the real. You know, stats about hunger in my city or whatever, who, who cares about that? But if they actually came to your website as an organization that addresses hunger and you said this, these are the real numbers, right? This is what it, this is what hunger looks like. It looks like a lot of different things, right? It’s like AI hunger can be all these different things, um. That’s an important role in this time that every organization I think can be contributing, really saying this is what we know, this is what we see. This we are experts on these topics so that There’s a little, even if it’s a small antidote to the spin and the and the media and the wherever those online conversations go, at least you were kind of putting on the record what you do know and see in your work. Exactly right. I, I think I remember we were talking about how to be heard when there’s so much noise out there in the social networks and in media. How, how does, how does a nonprofit get get heard, and part of your advice was you have your own channels. So, and including your own website. Yeah. Thank you. All right. All right. What are you hearing, Tony? You get to talk to people all the time too. You have your own angle. You’re sitting over here grilling Gene and I. You got that’s not fair. I don’t see and hearing. Gene, I hate when they do this to me. Gene, help me out. No, um, alright, I’m gonna put AI aside because there is so much of that. Um, Still, you know, funding, uh, people still reeling from the USAID cuts, you know, it fucking kills me. It’s $1.5 billion which there are, there are several 1000 people in the world who could pull out $11.5 billion from their pocket and replace all the AI, all the USAID funding. See, I said AI when I’m, it’s a ubiqui it’s, it’s, we’re, we’re. We’re like, we’re, we’re conditioned that could replace all the USAID funding with a check or with a crypto transfer, and they wouldn’t actually be cash like that’s bananas, and they wouldn’t miss it. So, you know, people still reeling, um, missions still reeling from the USAIDs. I have a client that’s, but I, I, I hear about it from others as well, um. And it wasn’t just USAID, but State Department cuts that were non-USAID funds. The State Department did a lot, um. Yeah, a little, a little in media, you know, I, I listened to some media folks, um, Voice of America, trashed, trashed under, uh, what’s Carrie Lake, you know, uh, used to, used to, you know, like our, our soft. What’s it called soft diplomacy, right? Like, like bags of rice, bags of flour and sugar through USAID and State Department, news and information that was trusted, unbiased. I know there are a lot of people who would disagree that it was unbiased, but still, the, the effort was to, to be unbiased, spreading news and information around the world, around the world. Uh, and then I guess also, uh, public media cuts here in the United States where grossly, ironically, Red rural communities are most impacted because they’re not gonna get emergency flood warnings like like just failed in help me with the state was it Kentucky, the the river that flowed and the and the camp that lost 20 counselors and children, was it Kentucky, Texas. I’m sorry, it was Texas, right, thank you, um. You know, emergency warning systems, let alone news and information, you know, we’ve, we’ve gutted, uh, corporate media long ago gutted local media, but just so news and information. Lost through the Corporation for Public Broadcasting funding. Corporation for Public Broadcasting, of course, winding down in I think October. September or October, uh, so their funding lost and even just as basic as like I’m saying, you know, emergency warning systems for rural communities, horns that blow. Uh, messages that get sent at 3:30 in the morning. That that overcome your do not disturb. Lost, you know, lost. Stupidly Um, and a, a lot of this, you know, we’re just not, what, what aggravates me personally is we’re just not gonna see the impact of it, some of it for decades, and we haven’t even gotten into healthcare. But we’re, we’re maybe not even decades, but just several years. It’s gonna take several years of Fail failed warnings about things that NOAA and the National Weather Service used to be able to warn us about, you know, 8 months ago, um, and health, health impacts in terms of loss of insurance, lost subsidies around Obamacare, uh, Medicaid cuts, and Medicare cuts likely coming, you know, we’re we’re gonna see. Sicker people. We’re gonna see a sicker population, but it’s gonna take time. It’s not gonna happen in 6 weeks or even 6 months, but it will within 6 years. We’re gonna be, we’re gonna be worse off, and we’re not, and we’re gonna blame the, the current then administration, whatever form it’s in. Nobody’s gonna be wise enough to look back 6 years. And say 6 years ago, we cut Noah and that’s why now today, in 2031, you didn’t get the hurricane notice. And then of course healthcare too. How about in fundraising, Tony? I mean, what I’m, what I’m hearing is, don’t rely on the billionaire philanthropists anymore. Like, yeah, yeah, we’re over, thankfully, we’re over that. I, I, I never, I, I, you know, there’s, there’s so far and few, few and far between and, and 10,000 people, 10,000 nonprofits want to be in, um, Jeff Bezos’ ex-wife, uh, pocket, I can’t remember her name, Mackenzie Mackenzie Scott’s pocket. 10,000, 100,000 nonprofits are pursuing that, you know, the focus on your relationships, build, work on donor acquisition, but not at the billion dollar level. Work on your sustainer giving program. Work on, work on the grassroots. Can you, can you do more in personal relationship building so that, so that people of modest means can give you $1000 or $5000. And, and people who are better off can maybe give you $50,000 but they’re not ultra high net worth. But if you’re building those relationships from the sustainer base up working on your donor acquisition program, how are you doing? Are you doing with the petitions, emails, and then a welcome journey and you’re moving folks along and then you’re bringing them in and then inviting them to things, you know, work at work at the grassroots level. Among the, the, the 99.9. 8% of us that aren’t ultra high net worth. The other 95%, for God’s sake, we’ve been doing this since 2010, 2010. Yeah, 2010, 15 years, right? Yeah, 15 years, 7, yeah. The other 95% were, you know, don’t focus on the wealthy that everybody wants to, you know, the celebrity. I got a client with big celebrity problems on their board. Names you would know, 3 names you would, everybody would know. Um, they’re a headache. They don’t, they don’t make board meetings. They cancel at the last minute. They, uh, last minute, like a couple of hours. After all the work has been done, all the board books have been sent, and a couple of hours’ notice, they can’t make it. And then the and then another one drops out. Well, if she can’t, then, then I can’t also. Uh, as if that’s a reason, and then, and then the board meeting is scrubbed, and now, now we’re, you know, now they’re struggling to meet the requisite board meeting requirement in the bylaws, right? But so, you know, celebrities, you don’t need celebrities, you need dedicated folks on your board who recognize their fiduciary duties as Gene talks about often, to you, loyalty, care. Is there a duty of obedience to? Is that one? Or is that’s, no, that’s, that’s the clergy. That’s the duty of obedience. I know it’s not celibacy. I know that’s not, I know that’s not good. Amy, why did you mute your mic when you’re laughing? Come on, let us hear you laugh. Uh, now I know it’s not celibacy, but uh loyalty and obedience, loyalty and care, sorry, loyalty and care. And what’s the other? There are 3. What’s the other of obedience in the laws and internal policies. Yeah, yeah, obedience to laws and internal policies, right. So but, but care and loyalty. That’s another one, another one of these celebrities. The giving to Giving to a charity that’s identical to the, the one that I’m that I’m working with in the same community, does the exact same work and major giving to that charity. So Yeah, you, you know, focus on the, on the 99.98% of us who aren’t ultra high net worth. The grassroots, work on your work on your donor acquisition and sustainer giving and move folks along from the $5 level to the $50 level. This is how it gets done. Things are hard, and there are things we can do. Yeah, thank you. There are, there always are. Yeah. If we’re, if we’re focused in the right place and, and bring it back to artificial intelligence, you don’t even need to use artificial intelligence if you don’t want to. Amy, you’ve said this to us. You don’t need to, and it, but, you know, but that’s, it’s, that is not all of technology and that is not all of your focus in 2025 and beyond. Especially. When using it is impacting care and loyalty and obedience and data protection and everything else, right? Thank you for putting a quarter in my slot. That really worked. There’s a lot going on and there are things we can do. How about we end with that? Because that’s up, that’s upbeat. There is a lot you can do. There’s a lot you know. Amy, you were saying we have so much you can do. There’s so much you do already know and That doesn’t change because it is so hard. It just reinforces how important it is that you do know all of that, that you do know what you are doing, that you can take some actions, even if they feel small. Making sure 2 factor is enabled everywhere could be the thing that saves your organization from being in the news, you know, like, that’s worth it. And it didn’t feel that big or overwhelming. And also everything is still horrible, but you did that thing and it was important to do. Know what you know. You know, a lot of people we don’t know what we don’t know, but you, you do know what you do know. Know what you do know, and, and take action around what you do know. Whether it’s two-factor authentication or, or uh talking to your board about sound technology, investment, or it’s Focusing on your sustainer giving. And there’s a lot going on, there’s a lot you can do. Thank you. And pat yourself on the back whenever you take those small steps because they’re probably bigger than you think. That was Gene Takagi. Leaving it right there. Our legal contributor principal of NO. With Gene Amy Sample Ward, our technology contributor and CEO of NE. Thank you very much, Amy. Thank you very much, Gene. We’ll see you again soon. Thanks, Tony. Thank you Tony. Next week, better governance and relational leadership. If you missed any part of this week’s show, I beseech you. Find it at Tony Martignetti.com. Our creative producer is Claire Meyerhoff. I’m your associate producer Kate Martignetti. The show’s social media is by Susan Chavez. Mark Silverman is our web guide, and this music is by Scott Stein. Thank you for that affirmation, Scotty. Be with us next week for nonprofit Radio, big nonprofit ideas for the other 95%. Go out and be great.

Nonprofit Radio for September 15, 2025: The Value Of Nonprofit Journalism For Your Work

 

Monika Bauerlein: The Value Of Nonprofit Journalism For Your Work

Monika Bauerlein reveals lessons to learn from when Mother Jones, the magazine, had its nonprofit status revoked in the 1980’s during the Reagan administration. She also shares her thinking on how to proactively protect your nonprofit; how to avoid feeling intimidated; and the importance of local journalism and building relationships with local reporters. Monika is CEO of the Center for Investigative Reporting, a nonprofit investigative news outlet.

 

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And welcome to Tony Martignetti Nonprofit Radio, big nonprofit ideas for the other 95%. I’m your aptly named host and the podfather of your favorite hebdominal podcast. Oh, I’m glad you’re with us. I’d be forced to endure the pain of rhabdomyolysis. If you broke me down with the idea that you missed this week’s show. Here’s our associate producer Kate to introduce it. Hey Tony, this week we have the value of nonprofit journalism for your work. Monica Bauerle reveals lessons to learn from when Mother Jones, the magazine, had its nonprofit status revoked in the 1980s during the Reagan administration. She also shares her thinking on how to proactively protect your nonprofit, how to avoid feeling intimidated, and the importance of local journalism and building relationships with local reporters. Monica is CEO of the Center for Investigative Reporting, a nonprofit investigative news outlet. On Tony’s take 2. Rest in peace, Charlie Kirk. Here is the value of nonprofit journalism for your work. It’s a genuine pleasure to welcome Monica Bauerle to nonprofit Radio. Monica is CEO of the Center for Investigative Reporting. A nonprofit multimedia investigative news organization producing Mother Jones, the magazine started in 1976. Reveal the radio show and podcast and the podcast more to the story new this year. She’s held her role since 2024 when Mother Jones merged with the Center for Investigative Reporting. You’ll find Monica on Blue Sky at Monica B. And you’ll find nonprofit investigative journalism at Mother Jones.com. Revealnews.org and their podcast, more to the story. Welcome to nonprofit Radio, Monica. Thanks for having me, Tony. It’s a, it’s a genuine pleasure. I’ve admired, uh, I’ve known Mother Jones the best, um, and the Center for Investigative Reporting. I, I’ve just admired their work from afar for years. So I’m, you know, some people say, well, so like I’m excited to have you with us because my excitement is just over spilling, and, but I’m genuinely excited. I am excited. I’ve been looking forward to this. We put it all together in just a couple of days with the help of, uh, your very savvy coms guy, Sean, and, um, so I am excited to have you. Representing The Center for Investigative Reporting, um, and Mother Jones and David Corn and, uh, we, we just, we, he doesn’t know it, but we go back a long ways. So, uh, one way because I admire his work and, and I’ve just admired the outlets, uh, for years. I was hoping you would have some stories about David that I could, you know, spring on him at some point. Uh, no, I think I do. I think I I think I have a sighting of him at a uh Where was, where were we in, uh, this was in Portland, Oregon. I was at a nonprofit conference was the nonprofit technology conference, uh, and NTC last year and he was not at that conference because his work is not nonprofit technology he’s not a technologist, but um. He was at a meeting that that took place before the the N10 meeting after hours so people saw him walking out and they were all excited. I didn’t get to see him. I didn’t get to see David, but he was at a reception that preceded our reception entering the room, but I didn’t get there early enough to see him leaving. Uh, so that’s the closest I came, um. Yeah, it’s just, you know, I mean, you know, the outlets, I just, you’re, I’m a fanboy. What can I say? I’m just admitting, uh, and I’m also a recent donor to uh Mother Jones, so, uh. I guess I should reveal all that, even though I’m not a journalist, but I still feel like I should reveal that uh I am a recent donor to Mother Jones. Thank you so much, Tony. That means, that means the world. Uh, because of the special, special environment that uh that we’re in. So let’s do, let’s do some history, because you, you have a lot of, you have a lot of information that can help our listeners in small and mid-size nonprofits. This I did not know, uh, my, my relationship with uh Mother Jones doesn’t go back this far, but under the Reagan administration. The IRS revoked, didn’t just threaten to revoke, revoked. Your 501c3 status when it was just when you were Mother Jones, please tell that story. Yeah, I found myself going back to that story, um, recently. This was obviously also before my time at Mother Jones, but I had always heard of it, and, you know, this is a year when a lot of nonprofit organizations have really been worried about what kind of action could be taken against them by a hostile federal government and the IRS is a really obvious tool given how important the nonprofit status is. Um, to an organization and so I thought, well, Mother Jones, you know, is here, um, now, um, as part of our newly formed Center for Investigative Reporting. We’ve been here for 50 years just about and so clearly we survived this encounter with the IRS in the 80s. Let me go back to that and see if there’s some lessons and maybe hope to be drawn, um. For organizations now. And the primary lesson that I took from it is that as with so many other things, um, you know, we have been here before in different ways, history doesn’t repeat itself but it rhymes, but literally in the um Reagan years, there was uh there was an attempt to defund what they call defund the left, um, Richard Viguerie, who was one of the godfathers of the modern um right. He said what the federal government needs to do is remove the nonprofit designation from organizations that do things that we disapprove of such as registering voters, especially black and brown voters, you know, how, how dare you do that? Organizations that advance um the rights of women, etc. etc. And um Mother Jones specifically had been going through a routine audit that started in the Carter administration, you know, the magazine was just a baby magazine at that time. They were, uh, it was 3 years old, um, but it had already become one of, um, I think actually the, um, Biggest um progressive leaning magazine in America. There was a real appetite for the kind of investigative journalism that it was doing, and so, um, the team sent over all the information that the IRS asked for and waited and then Reagan took office and they started getting these increasingly aggressive requests for information, um, and It dragged out like donors or what, what, what, what types of how deep was the inquiry? like what were they, what were they seeking? Well, you know, some of this is, you know, some of this I had to extract from some dusty filing boxes, but some of it is also lost to history, but what I could see was, um, it was really about whether because Mother Jones, um, at the time there were not a lot of nonprofit news organizations. There was public radio and television. And there were a handful of nonprofit magazines, uh, National Geographic, Harper’s, you know, organizations like that, but it was not yet a really common thing. And so the IRS was saying, well, look at this, you’re selling subscriptions. Um, isn’t that, uh, doesn’t that make you not qualify as a nonprofit organization? And so, um, the magazine team and at that point they hired a lawyer, um, whose name, um. Is Tom Silier, one of the godfathers of, you know, nonprofit law in the country, um, now I’ve said Godfather twice. It must be, uh, you rub it I said Podfather. I, I said podfather. Well, it’s it’s, it’s inspired me. Uh, so they, um, they would send over the information, they would show, uh, essentially the IRS ended up claiming that this was a profit-making enterprise and so they sent over a lot of information saying, are you kidding? We lose hundreds of thousands of dollars a year. We’re, we’re paying our staff a fraction of what staff would be paid. At a fancy glossy magazine, we are, uh, the mainstays of magazine advertising at that time were car ads and cigarette ads, and right out of the gate, Mother Jones had invested, uh, had had investigated the Ford Pinto and the tobacco industry, so, you know, bye-bye to that revenue, um. But the um the IRS eventually determined that um Mother Jones was uh not a nonprofit, did not qualify for a nonprofit designation even though it had previously already received it and um pulled that designation. And so the second lesson um that I took from this episode is that’s not the end of the story. Um, there is an appeals process. Um, it is not easy. You would rather not have to go through it, but Mother Jones, in fact, appealed to a higher level of decision making within the IRS, um, and actually prevailed at that point, um, and the letter that the, um, I think it was the, you know, office for the Western Region essentially wrote back was it, you know, we do notice that um everything you’re doing is antithetical to making a profit like making uh the car and tobacco companies mad. So, um, we prevailed at that point. This was, um, 3 or 4 years into the process, so there had been quite a bit of legal expenses. There had been, you know, an incredible amount of staff time put into it. Um, the editor in chief at that time was also audited personally 3 years in a row, so it was a lot of, you know, probably put a couple of premature gray hairs on her head. But the appeal did prevail and had it not, there would have also been an option to appeal in the courts. So this is not a, you know, once and done kind of process. There is, there are rules around it and um you can make a nonprofit organization sweat and struggle and pay, but you can’t make it go away overnight. So there’s a lesson of tenacity, uh, not surrender. Uh, there’s also a personal aspect to it. You said the, the CEO was personally audited or audited? Yeah, the editor in chief was and uh I only learned this when I spoke with her recently, she said, oh yeah, by the way, I had to go through 3 years of separate audits and there’s no way to prove that this was targeted, but what a coincidence. Yeah, yeah. The likelihood of an individual being Uh, a audited is is. Even then was very, very small and coincident with the With the organizational inquiry, yeah, yeah. Um, of course, the concern today is that You know that that higher level of appeal, uh, starting within Whether it’s IRS or Department of Justice or FBI where wherever you might be appealing to, um, is not gonna, is not gonna be as objective as it would have been in sounds like this was all early 1980s. It sounds like this played out like 79 to 1983, 84, somewhere around there, yeah, um. I guess I should reveal too at that time, oh, at first I was a student, but then in 1984 I joined the Air Force, so I was actually part of the, uh, you know, I mean, I was a military member of the Reagan administration, um. Thanks for your service, Tony. So, uh, thank you, Monica. Um. So, but my, my, our concern today, now, 40 years later, is that uh you’re not gonna get a level-headed appeal and then even if it ends up in the courts. You know, we’re so divided, uh, I’m just. I’m not saying I wouldn’t be optimistic, but, and I, not certainly not saying that I wouldn’t pursue all potential appeals, but it just feels like. More of an uphill climb than it would have been in the early 1980s. For sure and um I will say even back then um the advice of the lawyers representing Mother Jones actually was don’t put too much hope in the IRS bureaucracy because the climate is such that they’re not gonna want to stick their neck out and you know, find in favor of you, you probably will have to go to court, so it was a pleasant surprise when they prevailed at the appeals level. And I think there are too, um, maybe we shouldn’t assume that everybody in these vast bureaucracies is equally willing to um carry out a political vendetta should that be the case, um. And, you know, certainly taking your case to the courts is Um, is a roll of the dice, but it’s a roll of the dice within a system that still does exist and that still has, um, Rules and laws and rules and laws that affect a wide range of organizations, you know, that’s, I think the other piece that’s worth remembering is there are nonprofits. Representing every, uh, every type of political and ideological and, you know, mission provenance, and so. There are many, many, um, there are, you know, for example, conservative news organizations, um, that don’t want an IRS to go after them for political reasons just as much as they might not want the IRS to go after um a perhaps more progressively inclined organization, so. Uh, it’s not that easy to pick out, um, one set of nonprofits and not, um, have others take notice and think, well, am I at risk if this becomes, um, standard. Yeah, absolutely. Um, so then, given that history, How do you overcome the? Uh, the, the fear of, you know, uh, capitulating or, you know, of censoring the, the investigative work of creating you know prior restraints on your own speech. Uh, because there’s, there’s a history, so I, I know you’re not, but how do you, how do you overcome those. Fears, concerns. For, for us at the Center for Investigative Reporting and Mother Jones and Reveal, it’s just in our DNA it’s what we do and if we started dialing back, um, that really goes to the core of what people expect of us. The, the credibility that we have as journalists is that we report without fear or favor that we follow the story where it leads, uh, and so, If we start defanging, compromising, uh, that commitment, then we might as well shut down. Um, then there’s really, you know, we have compromised the core of our mission. Fair enough. Uh, Have you done anything to Proactively protect. Your, the, the institutions, um, you know, you make sure organic documents are. I’s dotted and T’s crossed, make sure that, uh, compliance with, you know, whatever state regist state registration and fundraising and solicitation and I’m just scratching the surface. You’re in you’re based in California. California is renowned as a high regulatory state. Nonprofits, uh, not an exception to that. Have you just sort of created the. You know, the, the, the, uh, the safety zone around these things that could potentially be used to uh to pick at you. That’s right. That’s, um, I think really the biggest lesson. For us, having been in the, you know, our, our work is making powerful people mad by reporting the truth that some people might not want out. And so we have been in the crosshairs for a long, long time and we have had to make sure that our financials are buttoned up, that our fact checking is rigorous, that we are um really paying attention to compliance in all 50 states. And that’s something that organizations that are a little less on the front lines, um, in that respect have really had to grapple with recently and one of the things that we have been doing, drawing on all that experience is offering our services to other primarily nonprofit media, but I’m starting to talk to um nonprofits in other fields just to help them get their um. Their head around how they need to, what they need to button up, where they need to be careful, um, how many years they need to hang on to their key financial documents for, um, because you don’t wanna be, you know, Al Capone who gets taken down for taxes, um, in fact, you don’t want to be Al Capone you don’t wanna be Al Capone first of all, yeah, you don’t wanna be Al Capone, but you don’t want to be a, you know, a righteous, um. Well-meaning law-abiding nonprofit that gets taken down for a mistake and avoiding those. Charitable solicitation documents in Wisconsin are are are a year old, or were signed by the treasurer and, and not the CFO or something like this. All right, yes, exactly. All right. Um, yeah, we’re gonna get to services that, that you have for, for nonprofits, especially newer nonprofits. We, I do want to talk some about that. um. So yeah, you have to make sure things are buttoned up. We’ve, we’ve had episodes on, on the show, uh, about that, about what to do with, with, um, you have a very smart. Nonprofit attorney in San Francisco. I don’t know if you know Gene Takagi, but yes, you do. He is the I love Gene’s blog. You know it, nonprofitlawblog.com, wildly popular. He’s the, uh, he’s the legal contributor for nonprofit radio. So he’s on every few months talking about legal topics, and he just joined us recently for our 750th show last month. But Gene has been with the show as a legal contributor for Uh, I don’t know, since like show number 7 or 10 or something like that, and we just had show number 750. Um, we love Gene. So I’m glad, I’m glad you know him, and he’s in your backyard. Um. The um So he’s talked some about, uh, he’s helped our listeners understand what to do to be proactive. It’s time for Tony’s take too. Thank you, Kate. We are recording this on Wednesday, the 10th of September. In the evening, uh, this is the day that Charlie Kirk was killed just around 2 o’clock or so Eastern time. It’s awful. Uh, I wanna, I’m gonna read the first paragraph of his Wikipedia entry to start. Charles James Kirk, October 14th, 1993 to September 10th, 2025. was an American right wing political activist, author, and media personality. He co-founded the conservative organization Turning Point USA in 2012 and was its executive director. He was the chief executive officer of Turning Point Action, Turning Point Academy, and Turning Point Faith, President of Turning Point Endowment, and a member of the Council for National Policy. Uh, I had a very different, completely unrelated Tony’s Take-Two planned, but I, I, I’ve moved just in the past couple of hours to uh to talk about. This Senseless, awful act of violence, um. This is just not what I want our country to be, that people are Attacked and in this case murdered. For their opinions. He was at a university in Utah, speaking on behalf of Turning Point USA, um. From his conservative perspective, he was under a tent that said prove me wrong. So he was open to people challenging his opinions. In fact, he was waiting. To debate, uh, a, a liberal progressive guy, uh, when he was murdered, that it was, it was all part of the program and they just hadn’t gotten to that yet. Uh, so, you know, there he is, opening himself to criticism and challenge and debate, which is, which is what we do. In the United States, we do criticize. Opposite opinions, differing opinions, and we challenge them and we debate them. We don’t, we, well. Obviously we do. We shouldn’t be. Killing each other Or in any way attacking each other. Over our opinions. Um You know, this week’s show, uh, Charlie Kirk would probably disagree with a lot of what Monica Bauerlein is saying, what Mother Jones and the Center for Investigative Reporting reports, has reported. But He wouldn’t advocate violence against Mother Jones, I’m sure, um. It’s, it’s kind of uncanny for me. I don’t wanna make this about myself, but Just this past Saturday, I bought a ticket to America Fest in Phoenix, Arizona in December. America Fest is a Right-wing conservative event that Turning Point USA hosts a couple of times a year. And I wanted to hear what Charlie Kirk and Tucker Carlson and Glenn Beck and others have to say. Uh, I don’t agree with it. You know, you know, we don’t do politics on nonprofit radio, but, you know, my Leaning is probably obvious. Uh, I don’t agree. I it’s not like I was going to have my mind changed, but I wanted to hear these guys firsthand without, uh, you know, I, I just wanted to see them live. So I’m still going and I, I imagine it’ll be a, a, a different kind of event they’ll be celebrating Charlie Kirk’s life, um, in, in this event in December, um. Which, which uh he deserves. Uh, you know, he leaves two young children, uh, he leaves a wife. And I, I wish this had not happened. I, this. You know, I said earlier, uh, we don’t, I was about to say we don’t kill people, we don’t attack people, but Uh, for their opinions, uh, that’s obviously wrong. Uh, we do. It’s just happened. Again, You know, there, there were, um, there were legislators in Minneapolis, Minnesota, uh uh uh targeted recently in their homes. Um, there was the assassination attempt against Donald Trump. Um, The judges attacked, um, you know, they’re. There are other instances that are not coming to mind, but. This is just not where we should be. And I Deeply regret that This is the awful place where we are, and I, I hope, I hope it stops. So, Charlie Kirk, rest in peace. That is Tony’s take too. OK Um, I don’t think any children should have to sit and watch their father be shot just for Having everyone has the right to speak and voice their opinions and their concerns, that’s what makes America so great, um, and so his two children should not, they were there, his children, his children and his wife were there and they should not have had to see that at all. They should not have had to go through that, um, but we also can’t forget that today there was a school shooting at Evergreen High School in Colorado. Um, do not let those stories get buried underneath all this either. Um, there is a big problem with gun violence in our In our country and so hopefully moving on the administration that we have now um can do something about this and not just start pointing fingers at one side or the other um the problem is gun violence not who’s right, who’s wrong. Well, you’re, you’re right, uh, that we, we don’t want to see finger pointing, uh. You know, it doesn’t matter who the, who the Killer is, um, you know. It’s not who did it, it’s who, like everyone has access to it, and we need to start limiting access, in my opinion. I’m sorry, I feel like your nonprofit is like not political. You can cut that if you want. Go ahead. Um, we’ve got boo but loads more time. Here’s the rest of the value of nonprofit journalism for your work with Monica Bauerle. You want to talk some, uh, and I do too, about the, the value of nonprofit journalism. In our, in our environment and, and then we’ll get to local, you know, local relationships, but just a broader, bigger picture please about the, the important role of, of nonprofit journalism. Uh, where do I begin? My favorite topic, um, but I think what I would say in a nutshell is we have had the good fortune in America that for some time, not by any stretch forever, um, the marketplace, the commercial marketplace functioned in such a way that for-profit media were able in many cases to do really high quality journalism. This has to do with the fact that Newspapers, radio stations, television stations largely had a monopoly in their markets and so they could charge you um for that subscription and more importantly, they could charge advertisers, you know, if you were a car dealership and you wanted people to know about you, you had to buy advertising in that local newspaper, that local radio station. And some of that money went to pay for local newsrooms that in many cases did excellent work the same on a national level. That’s how you got, you know, investigative and public service teams at national newspapers and broadcasters. That entire model um has been going down the tubes since the 90s, uh first with the advent of Craigslist, um that pulled the rug, the rug out from underclassified advertising. And then with the advent of large digital platforms like Google and Facebook, that can tell that local car dealership, um we can actually target your ad exactly to the people who are searching for a new car right now. So why don’t you take all the. That um budget to our platform and that is exactly what happened. Um those platforms ended up with 90 to 95% of the advertising budgets. They also work at scale. There’s a, there’s a lot there and so. Commercial for-profit publishing is essentially a dying industry in this country. It’s still hanging on, in some cases hanging on as, you know, what we think of as zombie news organizations that still, you know, they might still deliver a hunk of dead trees to your house. Um, there is still some content in there, but it’s being put together by a skeleton crew. It might not even be, you know, it might at this point be generated by people somewhere else, um. In another country by AI. And so the only, there are some exceptions, but by and large that for-profit model is dead. And we do have a nonprofit model for news that is of long standing, including public radio and television. Uh, as well as nonprofit news organizations like the Center for Investigative Reporting that put together, um, some commercial revenue. We, for example, we still sell subscriptions, um, but that’s not enough to pay for quality journalism, so we also rely on philanthropic support from mostly individual people who may give, um, you know, $5 a year. Uh, $50 at the end of the year, $2 a month in a wide range, and from, uh, larger philanthropically inclined gifts. Um, so that model has now created hundreds and hundreds, I think a total of 500 or so nonprofit news organizations around the country, and those are just the ones that are members of the Institute for Nonprofit news. So if any of your listeners are interested in finding a local nonprofit news organization in their community or a nonprofit news organization that covers the things that they care about such as climate, uh, they can go to the Institute for Nonprofit news and find one. These are great news organizations. They’re mostly um brand new within the last 10, maybe 20 years, many of them as recent as a year or 2 or 5 years old. And so the challenge of growing those organizations. Fast enough to replace uh what is being lost in commercial news is huge. It’s not growing fast enough. Americans are by and large not used to supporting news in the same way that they might support the arts or social services, but that’s where we’re gonna have to end up in order to have a functioning. Accurate news ecosystem in the country because if we don’t and you know I’ll, I’ll set up after that, the only really commercially viable way to produce news there are primarily 21 is providing really specialized information for people who can afford to pay for it, um, and the other is basically mass produced crap, um, that is, you know, pennies. pennies to the page and that generates, you know, very small amounts of advertising revenue. That’s why you get a lot of uh websites advertised to you when you’re on the internet that look like they’re providing news, but it’s really, you know, increasingly just artificial intelligence generated. Garbage. Um, so those are the options that we have. All right, well, we don’t need any, uh any shout outs or examples of the, uh, the AI created crap, but in the other, the other uh instance, the, the, the highly personalized and specialized, just what are, what are a couple of examples of those? Well, when you think about, you know, who has money to pay uh for news that they think can advance, um, primarily their professional interests, um, for example, you have a lot of specialized news that um speaks to people in the finance industry. I mean, the Wall Street Journal is a general interest newspaper, but you know, when you have an audience of people who work as, you know, who work in that industry, you probably have a revenue model, um. There are specialized trade publications that might speak to, um, you know, people in a particular industry where your office pays for a subscription because that’s valuable to you, um, and you might be somebody who really loves, um, all things cats and you might be paying for a substack newsletter that tells you a lot about what’s going on in the world of cats. Uh, those are some. Sure, yeah, substacks grown just within the past year. Yeah. Grown enormously. OK. I see that that’s, that’s an example as well as the others you mentioned. All right. And some of your listeners, for example, might be subscribing to a philanthropy publication. Um, those are also special interests that have a business model because there are people professionally interested in getting that information. Yeah, Chronicle of Philanthropy is probably the uh the most renowned. Uh, do you know Stacy Palmer, the CEO there? I know, I know of. I’ve met Stacy. OK, she, she was a guest a couple of weeks ago. Oh fantastic. Um, you know, for a long time she was editor in chief and then she, when they created their nonprofit, she became the CEO of the nonprofit and they hired Andrew Simon as the The uh editor, editor uh uh on the, on that side, and they were both on uh a few weeks ago. And that’s a great example, Tony, of uh an organization that has found that being a nonprofit that basically quality journalism is not a profit-making enterprise and that you might as well face that fact and uh commit to being a nonprofit and accountable to your readers and supporters. They’re also doing interesting work with uh the AP. They have a, they’re doing training for reporters to help them better understand and therefore better cover the nonprofit community so that it’s not all about the fraud, you know, the, the, the Navy veterans fraud charity, uh, um, helping them understand how to do better research, etc. So it’s they’re, they’re trying to broaden the understanding of the community. In the in the broader investigative journalism community, um, you have advice too about, uh, bringing this to the local level about creating relationships with local reporters. So I was heartened to hear that there are 500, uh, uh, independent nonprofit. Journalism sites. I, I wouldn’t have guessed there were that many. So I, I, I, I do take your point that we’re not creating them fast enough. To, uh, to offset the hemorrhaging on the commercial side of local reporting and investigative work, which is just so critical. Yeah, I mean it’s just, we, we have to, what is it uh uh comfort the afflicted and afflict the comfortable, um. You know, investigative journalism, it’s just so central and but so time consuming. I mean, it can be years, uh, uh, years of I, I, I mean, you know better than I, who I, who am I telling you? Who am I telling? Um, I’m, I’m sharing the little bit that I know that it can be, it could be years investigating something and having it come to fruition or not, or not even. I mean, every, every investigation, just like every criminal investigation doesn’t lead to, uh, a revelation, you know, they don’t, they don’t all create the Me Too movement. You know it Tony Harvey Weinstein, so you know, just the, the work is just so central, but often fruitless and thankless for the for the stories that don’t end up being stories. And let me put in a plug too for, you know, like you said, just a sort of shoe leather grind of covering stories that might not be investigative in nature, but somebody has to go down to City Hall and ask the questions. Somebody has to figure out. You know, what’s going on um with a local developers, you know, there’s just so many stories that don’t get done when you have, when you don’t have boots on the ground and one of the uh challenges for a lot of these local nonprofit news organizations is they might be 2 or 3 people, they might be one person, and um so I really would urge your listeners to find. The local or national or um topic oriented news organizations that covers the work that they care about and just check them out. The content is always gonna be free and then you can always make a decision down the road about um whether you want to support them, but even just engaging with the content, letting them know that you’re there and that you care about the work that they do is so valuable. And let’s say more about creating these relationships with local reporters, um. You know, exposing them to your work and, and, but getting them to know you before you are pitching a story, you know, like we don’t, you know, first date, you know, you’re not asking for a hand in marriage. So help us create these relationships with burdened, uh, underresourced. But still story hungry, I mean, these journalists still have to produce stories uh and content, but creating that relationship before you’re, you’re asking for something. Mhm. That’s such a great question. Uh, and Let me just, uh, Share with you what it looks like from the perspective of a local journalist, which is where I started in my career. Everybody wants you to cover what they do. Everybody wants you to pick up their press release, um, everybody, uh, basically wants publicity for their organization and as a journalist you’re thinking about well what is it that. The people who um go to my website who read my content actually care about. They might not care about a press release, um, but they might and they might not care about, you know, uh uh an appointment of a new CEO, but what they care about is, here’s an organization. In my universe, in my community that does something that is making a difference, that is changing things that might even be relevant to me personally, or, or that is in the middle of an important story for this community that they can help me unlock um. So That’s, I think the mismatch sometimes can be as a nonprofit leader, a non-profit person, you’re looking at how can I get the media to cover. The work that I do, um, the organization that I represent, and as a journalist, you’re looking for, can you tell me a story of how something is changing, uh, that my, that my audience will care about. And every nonprofit has a story of how things are changing, um, you know, they might be, and they’re usually in the middle of really interesting stories. So let’s say, you know, you’re a food bank and you’re finding, I’m, you know, this is a pure hypothetical, but let’s say you’re a food bank and at this moment in time you’re finding that people are much more hesitant to come to you. Um, because there’s, um, because they’re afraid of immigration enforcement and some of them might be undocumented. Um, just that fact that you are seeing these repercussions is something that’s gonna be of interest to a reporter. Um, you might also be, again, this is your hypothetical, but, you know, maybe you’ve thought about, um, is there a way that we can get our services to people who are afraid of coming to our location. Uh, that’s an incredible story. Now you’ve not only identified. A new phenomenon, um, but you also are sharing a solution that is giving people some inspiration and hope. So those are the kinds of stories, um, That reporters will connect with and the best way that I know um to get to make those connections with those reporters is of course first to follow their work. If you work in a community, you are naturally going to be interested in the um work of a local or topic specific newsroom anyway. You are, you know, if you work um. Uh, let me give you an example. If you work, uh, in San Francisco, in the Mission neighborhood, you’re going to want to follow the work of Mission Local, which is a nonprofit newsroom there, because, uh, that is a newsroom that serves the same community that you serve. So once you’re following them and you see the kinds of stories that they cover, and you see the names of the reporters, they’re only going to be a handful because, you know, those newsrooms are all very small, um. All of those reporters are gonna want to hear from you. The bylines will probably be linked to an email or they might be on a social platform that you’re also on that you can message them on. So it helps immensely to say I follow your work, I saw your story on X, um, I have something related that I would love to share, um. Mm And That might feel like a lot of work, but it’s only one more step from ingesting the information that you probably need anyway about your community. It’s that one more step of identifying who is this reporter, and can I let them know that I’m already familiar with their work so that I’m not one of the 999 unsolicited press releases that show up in that person’s inbox. Press releases, you’ve mentioned those a couple of times. Uh, do those, do those work anymore? Are, are they, is there, is there any value in them? It depends on who you are. Um, I would say, you know, if your story is potentially of interest. To, well, there are a couple of reasons. You might just want a press release because press releases end up being on the internet, um, via organizations like PR Newswire, and you might just want to have created a record. It’s like making a, it’s like creating a blog post you may. I wanted to send out a press release about your new CEO and it’s really just so that in the future, you know, for example, any funder that might be interested in your organization can find that press release about your CEO. That’s a legitimate reason. It’s not really, uh, designed for the press, um. If you’re looking to gain breasts, I think the only releases that are effective. are ones that are going to be of Interest to a broad number of news outlets because your, your odds of any one reporter, any one news organization seeing your particular press release are pretty slim. So, um, you know, let’s say they’re 1 in 100, you’re gonna wanna make sure that there’s at least 100 that are potentially interested. So that rules out most local work I would say, um. If you’re in a local community and you have news to announce, you’re probably better off if there’s probably only 2 or 3 reporters max who are covering the kind of work that you do say you’re a housing organization, um, there’s not a city in America with the exception of, you know, maybe our 2 or 3 largest cities that is going to have, uh, more than 1 or 2 housing reporters, so you just want to find those people, um, and send the information to them directly. OK, OK. And then, how about just the relationship, uh again, just Without, without having something to pitch in the moment, but just having. Awareness in your, uh, at the local, the local paper, uh, I’m thinking of the one, I live in a small town in North Carolina and two towns over, there’s, there’s a, there’s a little outlet. Um, it, it shares a. It shares a building with a yarn shop, just kind of like creates a creates an image of a sleepy, you know, small news outlet, uh, but they’re. You know, their, uh, their paper boxes are, are throughout, throughout the, I don’t know, throughout my part of the county anyway, so they’re, you know, producing, they’re, they’re producing the paper, what you call it the, the, the dead tree, you know, the dead tree model, there’s that, uh, and they’re online, of course, too, but there’s just the fact that they’re with a yarn shop is like kind of like, uh, just creates an image of something small and small and and uh and sleepy. But still homespun homespun, very good homespun. So just, just to having them, local, local outlet be aware of your work. And, and how you could potentially relate to a bigger story, um, just, just so they know what you do without, without any. Idea now for what, what we might do together. Yeah. I think reaching out and just letting them know that you follow their work um and this is what this is what you do and if they ever are interested, reporters need sources, um, so. Um, You know, Tony, you Let’s take you as an example, um, you know, you are a local expert on nonprofits and philanthropy. Um, if you contact, um, somebody in that newsroom and say, you know, I know you probably don’t do that much coverage of the sector that I’m in, but I just wanna let you know I’m here. I love your work, and if you ever need, um, somebody to talk to for a story on a nonprofit here locally, I’m happy to help out. Um, that’s gold for a journalist. That’s really helpful. OK. I may go to the yarn shop and uh Tidewater news, and it’s tidewater news. Um, Let let’s shift to what uh. The Center for Investigative Reporting is doing for, for nonprofits. You, you’ve got some services. I think especially for newer. Nonprofits, how can we reach these services? What are, what are they? Uh, so the genesis of this is we have, uh, because we have been in the crosshairs for some time, uh, we have always had to be pretty buttoned up on our non-program side, you know, our finance team, our HR team, uh, etc. have all had to be top notch and so we, uh. Used to get a lot of requests uh from folks who wanted advice, who wanted to help us out, help them out with a project, who wanted to us to help them find somebody who could handle um their finance, their accounting, their budgeting, etc. so we finally said maybe, maybe they actually need us um to do this for them for a fee and uh so we started offering um. A service where we handle, it’s not, you know, we’re not a huge consultancy but we feel that with it started with media organizations um and as a fellow nonprofit news organization we just understand the challenges and the issues that those organizations are dealing with better I think than a, you know, local bookkeeper or a third party accounting service, um, and. Um, we also handle some of the things that these organizations need to do like figuring out their newsletter strategy or figuring out, uh, if they happen to have a print magazine like we do, um, that’s a big challenge. We can, um, sometimes run that for them. And what we’ve seen in the past year or so is that it’s not just media organizations that have these challenges of, you know, making sure their financials are audit ready, making sure that they’re in compliance with labor law in all the states that they operate in, making sure that they understand this is an area of expertise that um. Obviously news organizations have, but that is relevant to other organizations, making sure that they understand libel law, you know, if you put out a report that you publish on the internet or that you send out via your newsletter, you need to be thinking, have I looked at whether this is defaming potentially defaming anybody, um. You know, we just saw a huge defamation verdict against Greenpeace. Um, that is, you know, we all we see regular slap litigation strategic lawsuits against public participation against local nonprofits and activists. Those are often grounded in defamation law and um so we obviously can’t be somebody’s lawyer, but we can bring some expertise in how you Waterproof uh your content ahead of time so that you don’t end up in trouble, um, for libel or slander. So the work is beyond media nonprofits now. Exactly. So we have started offering this to other nonprofits, um, who deal with some of the cha the same challenges that uh that media nonprofits do. OK, and we can find help, you mentioned human resources. Uh, the, um, uh, media, I’m sorry, marketing communications. Is it, what, what, what categories can we find help in? Primarily, and, you know, I will say this is, this is still something that we are exploring how we can be the most useful. It’s not, you know, we are not one of those large third party vendors that just has a suite of, you know, Uh, services to choose from and that is gonna give you an upsell we’re really trying to tailor what we do, uh, to the partners that we’re working with. Um, the primary areas in which we have expertise that really is ready to go are, you know, finance, accounting, budgeting, financial planning, um, is one big area, um. Uh, compliance, um, on every front is another big area, and we have some trainings available on things like media law that we can also help people out with that usually come with some of the other services. And where do we access these? Uh, we, um, are just in the process of, uh, sharing this information more widely. What I would recommend is in the Um, What I would actually recommend uh right now to your listeners is, um, just, uh, Email me directly. Uh, that’s going to be Monica at CIR.org. Uh, we will have a more public facing, uh, set of materials available, but, um, at the moment we really wanna work with people one on one to make sure, um. That we can help them and it’s uh Monica with a K, so Monica at CIR.org. OK. All right. And let’s close with um Your own, uh, little infomercial, please about uh. Mother Jones and Reveal, and the new podcast, more to the story. Share what, uh, I mean, I, I know Mother Jones. Uh, I don’t, I’m not familiar with the other uh the other channels, the other outlets, but, uh, share what, what folks are gonna find. What I, uh, thank you so much. What I have found recently is that a lot of people are really dialing back their news consumption, their, you know, finding the news that is coming at them from all sides, depressing, overwhelming, uh, exhausting, um, you know, you name, uh, you name the adjective. Um, what we do is we try to not hit you. With content 24/7. Um, you know, we do publish new content every day, but we might do it 2 or 3 times a day and not, you know, 20 times a day. And a lot of what and those are going to be um updates on stories that are happening that are. The most important or the ones that people aren’t gonna see elsewhere. But then the core of our work really is, uh, deeper reporting, investigations, um, immersive stories that are for those times when, you know, you’re not ready to go doom scrolling for 3 hours. That’s not good for anybody’s health, but you’re ready to spend a half hour or an hour listening to somebody, um, telling you a really important story that’s via our podcast and our radio show. Um, both of which, um, people can find by searching for reveal podcast, um, and people might also already be hearing the show on their local public radio stations. That’s also happening via our print magazine, you know, it comes to you just 6 times a year, so it’s not this. Onslaught of information. It’s 6 times a year. We’ve, it’s almost like a subscription package, right? We’ve thought about, you know, sending you Uh, 56, 12 articles that we have really thought deeply about that are, uh, written compellingly that have amazing photography and that tell you something deeper about the world that you’re living in. All of that content is also on our. Site we don’t have a paywall. You, uh, we wanna make sure that it’s available for everybody for free and people who choose to support the work, um, do that and we are, you know, that means the world that’s the lifeblood of our journalism but that’s what we try to do is, you know, bring you in depth and investigative reporting that is missing, um. From the news landscape that you see elsewhere and that is not assaulting you 24/7. Well thank you for your work, Monica. Thank you so much. Monica Bauerle, Monica with a K. You’ll find her on Blue Sky at Monica B. And uh you’ll find Mother Jones at Mother Jones.com and reveal at revealnews.org. And again, the podcast, the newer, the newest podcast is More to the story. Thanks very much for sharing all this, Monica. Thanks for your work. Thanks so much for your work, Tony. What an incredible news source for the nonprofit community. Yeah, thank you. Next week, Amy Sample War and Gene Takagi together to share what they’re hearing about cybersecurity, AI, the state of the sector, and more. If you missed any part of this week’s show, I beseech you. Find it at Tony Martignetti.com. Our creative producer is Claire Meyerhoff. I’m your associate producer Kate Martignetti. The show’s social media is by Susan Chavez. Mark Silverman is our web guy, and this music is by Scott Stein. Thank you for that affirmation, Scotty. Be with us next week for nonprofit Radio, big nonprofit ideas for the other 95%. Go out and be great.

Nonprofit Radio for September 8, 2025: Storytelling, With An Award-Winning Crime Fiction Author

 

Carl Vonderau: Storytelling, With An Award-Winning Crime Fiction Author

Carl Vonderau has made many mistakes in his professional writing—and he wants you to learn from them. His savvy advice includes: Use the senses; evoke emotion; get your readers and viewers to empathize; find the conflict and success; show transformation; and a lot more. You’ll find him at CarlVonderau.com.

 

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Welcome to Tony Martignetti Nonprofit Radio, big nonprofit ideas for the other 95%. I’m your aptly named host and the podfather of your favorite hebdominal podcast. Oh, I’m glad you’re with us. I’d be hit with methemoglobbumia if you took my breath away with the idea that you missed this week’s show. Here’s our associate producer, Kate, to tell us what’s coming. Hey Tony, this week it’s. Storytelling with an award-winning crime fiction author. Karl von derro has made many mistakes in his professional writing, and he wants you to learn from them. His savvy advice includes, use the senses, evoke emotion, get your readers and viewers to empathize, find the conflict and success, show transformation, and a lot more. You’ll find him at Karl von derro.com. On Tony’s take 2. Tales from the gym. Rob gets flirtatious. Here is storytelling with an award winning crime fiction author. It’s a pleasure to welcome to nonprofit radio, Karl von derro. Karl is an award-winning author of crime fiction. Inspired by his father’s commitment to their local YMCA, Carl began working with nonprofits. As he aged and got much better at storytelling, he helps other organizations be more successful using the lessons he’s learned from writing novels. You’ll find Carl and a storytelling primer you can get for free at Karl von derro.com. Welcome to nonprofit Radio, Carl. Thank you so much. Thank you so much. It’s, it’s gonna, it’s fun to be here. I’m glad, I’m glad you’re having fun already. We’re not even 2 minutes in. Outstanding. All right, so it’s all, I hope it’s not all downhill from here. Like now’s the fun, and then, and then it’s all a steep decline, uh, for the next 2 remaining 40 minutes. Try to have a, have a good novelistic ending, uplifting, right? Very good, yes. I do like to leave with some inspiration and empowerment, but the fun that’s the fund certainly can. I’m sure it will. I’m sure it will. Um, so we’re, you know, we’re here to get some storytelling advice from, uh, a master storyteller, uh, award winning fiction author. Tell us about your most recent book, Saving Miles. Sure, I write about crime, but I don’t just write about crime, I write about dysfunctional families who have to come together to survive crime. And so I’m really dealing very much with family, and in this book I’m dealing with a family with a very rebellious son. He’s uh having so many problems that they have to send him to a residential treatment center. And when he comes back he seems to be totally changed, uh, but in fact he sneaks off to Mexico and gets kidnapped. His father, a very successful banker, uh, and his wife who’s involved with a nonprofit, have to come together and get involved with money laundering in order to save him. So nothing like money laundering for a good family story. Saving, saving miles, M Y L E S. Miles is the son that uh that you’re talking about. All right. um, what, what brought you to the crime and family overlap, uh, genre? Yeah, I was always interested in crime fiction because, you know, I, I liked plot and but now I’ve gotten more deeply into character and I find that crime amplifies any problems in a family and you know I’ve got a family. I’ve been married for 40 years I’ve had a number of, you know, we’ve gone through a number of things and um I, I wanted to deal with that in this book. Uh 20 years ago we had to send our son to a residential treatment center. And um he came back and, and now he’s changed 20 years later, but I wanted to put some of that experience in the book. Now, like with nonprofits, you know, you have a lot of these stories, but you need to get permission from the people who the stories are about. So I got permission from him to use some of that material in the book itself. It and it helps me deal with character as well as getting deeper into what makes a family. Uh, not function and what makes it thrive. That’s why I do that kind of fiction. Are you working on something now, or saving miles is recent, so maybe you’re taking a break. No, I’m not. He’s not. No, no, here’s a saying in the, in the fiction world you get your whole life to write your first book and you get a year to write your second one. So, so there are a lot of pressures to keep writing. So I’ve got a book out that we’re trying to sell to publishers now. And then I’ve got another book I’m trying to complete. So, um, these, the, the first three books, I, I did another book before that, uh, my first book called Murderabilia about, um, about what happens to the son of a serial killer and how does he overcome that kind of stigma, uh, especially when he’s accused of the same crime, so. Is that the book that uh where you started learning your lessons? You, you, you’re, you’re pretty open about learning storytelling lessons. Yeah, that’s why we’re here, we’re here to learn from your, from your what you’ve learned, but what was it that first book Bderabilia? Yes, it was, you know, um, what I found is that I have, uh, really gotten to be a competent writer by being by going through a lot of failures and over and over again, and each one you learn a little bit and on that book, you know, I’ve been years I’ve been writing, I’ve written other books but nothing close to publishing and then I went to a writer’s conference. With Jacqueline Machard there and she wrote this book called The Deep End of the Ocean which was the first selection of Oprah when she first started doing books and she said, look, I will help you but I had to pay her, of course, but uh, so she helped me with a lot of the elements of a book, um, and you know what I find is if I, I’ll tell you the rest of the story because it’s not an easy story to, to become a published author. So you know I worked with her for a couple of years. She introduced me to her agent in New York, founded an agency. He liked the book and wanted to represent me so you know, I think, well, I’m gonna be a bestseller, you know, that’s what’s gonna happen. Well, he had his assistants read over each draft and it would take him 3 months to respond to what the objections they had and for me to try and fix it. After a year, he said. You know, I don’t really think I’m the right agent for you. So a year and didn’t submit it to any and here’s what else he had, he said. He said, I want you to know this is, I’m very serious about this, and in my 10 years as an agent, I’ve only done this 3 times. So, so is that supposed to cheer you up? Yeah, you’re at the bottom, you’re among the bottom of his 10 year career. Yeah, yeah. So, you know, so, so what do you do? Give up? Please tell me, first of all, please tell me the premise is, is, is wrong. You’re joking, right? This is a joke. No, don’t, you’re not serious about this. I’m at the bottom of your 10 year career. You know, I, I, I had a lot of responses I could have made, but I didn’t. I can think of a few colorful ones. So, so then I thought, well, you know, I gotta really learn how to pitch this book. And so I went to a course on how to pitch a book and I got it down to one sentence, you know, you elevator pitch for a book and every author needs this just like in a nonprofit that you’ve got to be able to tell somebody quickly. What you’re about, what your book’s about, and for an author, it’s a publisher so they can sell it to distributors and so I did that and then I went to this writer’s conference and these writers conferences, you know, you have all these wannabe writers like me standing around trying, hoping that the agents and the acquisitions editors will ask you a question. Please, please, please ask me a question. So this agent turns to me and she says, OK, describe your book in one sentence. I had it. I did it and you get this reaction which is like gold to a writer because she and this acquisition center said, oh. That’s all it was, but it’s gold. So she became my agent, and she’s still my agent. So then we had it, we found a publisher, which was a good publisher, um, a mid-level publisher. Two months after we signed the contract, uh, their parents said, well, we’re getting out of the mystery book business. So they still represented the book. What do you do then? Do you start over and try and find another publisher? We decided to stick with them for this book. OK, so the book was, you know, was good, it was getting good reviews. Uh, there was a conference in San Diego called the Left Coast Crime Conference where they had an award for best debut, and I was nominated for it. This book, Murderabilia. So I thought this is great, it’s in my hometown. I can sell this book, you know, I have a good chance of winning this. The conference starts and a day later it’s canceled because of COVID. So you know all these things are, you find that all the the spade work you’ve done sometimes pays benefits for you don’t for ways you don’t realize and so it was the the prize was the voting was done virtually and the book won the award and this agent who I still have was much better suited to me than the original agent was. So, what I found is, you know, it’s important to be a good writer, but more important than any of that, and I know all your nonprofit audience knows this, is the most important skill you have is being tenacious. And just keep going and keep learning. So that that’s my story about how I became a a published author. OK. OK. Well, we need, we need to go deeper on uh on storytelling and the arc of the story, and, but, uh, tenacity, yeah, you’re right, tenacity, I mean you, you turned down by funders, whether they’re individual or institutional all the time, you know, of course, every ask is not a yes, I’d love to, or even a oh. I love that, you know, so, uh, tenacity is important, tenacity in, uh, in building our teams, good people leave, we wish them well. We, we grin and bear it, uh, but we, you know, we have to keep building the team. The other thing is, listen. Because when people people turn you turn you down, sometimes they give you a nugget that will really help you in the next people you pitch. Well, it may, yes, and it may even help you with them because I’ve often said 6 no’s and you’re halfway to a yes. Right. So, you know, you may be able to come back to them with something a little modified or maybe when the timing is better. Now, the timing might be 2 years from now, which is not what you were hoping for, but, uh, you know, so, yes, you’re right, it may help you with a future solicitation or even a volunteer ask or something, but it could help you with that individual or that couple or that institution. As well in the, in the future. So, yeah, uh, absolutely listening, um, I guess I could have said I didn’t really, I wasn’t paying attention to what you said, but that’s, that’s so hackneyed, you know, what did you say? I, I didn’t, I didn’t catch it, you know, that, but that’s so old, you know, that, that I try to, I try to be a little more, uh, little more original than than that. So let’s, let’s, um. You know, I’m like, I feel like I’m, uh, like, uh, oh, captain, my captain. Uh, I’m in, I’m, I’m at the foot of the master. Award-winning storyteller of, of fiction, but we need to, we need to translate that to our nonfiction, nonprofit stories. Where captain, you know, where, where do we, what would you like, let’s start off like the first, yeah, think of first. Let’s start off with the basics here first, OK? So what you’ve got, you’ve got a lot of tools to use as a storyteller, but the basic thing you have to do is emotion. You’ve got to and the emotion, you as a storyteller, you can feel the emotion yourself, but that’s not important. The important thing is to get your listener to feel that emotion. And so, you know, how do you do that? That’s, that’s the key to all of this, um, you know, and you have personal stories, you have stories about your organization, you have stories about people that your organization’s helped, you have numbers, you have all these things that you can use, but when you go down to the basics of a story, you’re starting out with a conflict. Of something that happened to characters who are likable. So, um. The first thing is, you know, you can you can you describe who you are or who the narrator is, um, and you can say they were successful in everything. All they’ve done is successful, but that doesn’t reach a listener as much as starting from the bottom of how that you’ve had to fight out of something this something has happened that challenges that character challenges you as the as the narrator. So for instance, you as a nonprofit, you could say, you know, I wanna help kids or or I wanna help diabetes, but you could also say that, you know, I had a close friend or my father who had diabetes when they were young, and that motivated me to do, to do well, and I was always helping him. I became, you know, I, I went in, uh, I became a successful accountant, but what really touched my heart was going back to what it. Killed the closest my closest friend, my father. That kind of thing immediately um connects you with the listener or the reader, because it connects you with them emotionally. It also connects you with um curiosity, you’ve raised a question. You know, how did you do this? How did you use that experience? To to be successful. And by raising that question, you’re also promising that listener that you’re gonna give them an answer to it. Uh, yeah, and, and, and likable too you said a character, some something something bad has happened to a character that’s likable. How can we not like you, you know, your, your, your best friend was your father. And now you want to help others not lose their best friends. Yes. So I mean, you could say, you know, I went to Harvard, I graduated summa cum Laude. I was the top of my class. I was the first, I was the youngest partner at my law firm and every client I’ve helped, um, has been successful. I’ve been the leading money money getter in my company. You as a listener, what do you think about that? Do you like that person? Yeah, it sounds haughty, right? g bragging, insecure, um, and you think, do, do you want that person to help you? You kind of, maybe admire them, but part of you wants them to fail. But if a person is gone, if a person is gone from failure. To success, then that listener thinks, OK, I can identify with that. Everybody’s been afraid of failure or has failed, and they think, what lesson am I going to learn from you that might apply to me. And they also want an emotional payoff, which they may not even know, but they want to feel the emotion of that success at the end of your story. So these are kind of some of the the basics on it. And when you, when you look at it, you have that conflict, you have a plot, you know, as to what problem motivated that character, your organization or you as a person forward. What did you learn that helped you, and this is what your listeners is gonna take away and extrapolate from, and how did that transform you? Um, and this is, you know, what a story has to has to tell. Um, here’s, here’s the story. Mark Benioff, Benioff of, uh, Salesforce, yeah, he, um, you know, he was like the youngest executive in Salesforce. He went to Harvard. He was programming at 15. You know, uh, he, he could start off with all of that when he introduces himself, but the way I read he introduced himself was the thing that really punched me in the gut. It was when my mentor fired me. From a company he had invested $2 million in and took away my shares. That was led to my growth. So Hits you emotionally, raises a question. And he’s gonna give you the answer. And your listener will, will, will wait for that answer. They want that answer, you know, uh, and you better deliver it. You talked about uh telling 1st, 1st person stories, but we’re gonna be writing about. People or animals or a forest. Uh, uh, that, that was, you know, it might not even right, so it may very well may not even be human, may not even, well, it’s certainly, it’s living, but not, not in human form. How, how does your advice translate to, to writing in 2nd, 2nd or third person? Well, you still have the point of view of that person and, and that is the way that person looks at the world, the way they talk, and so you can, you can identify and you can sympathize with that point of view when you talk about that person. Like me, I, I talked about Mark Benioff. He isn’t, I’m not him. When you’re talking about the forest, you know, the work that they do, um, I like to get it on a human level, so you know what is, what has your progress done to for people? How, how has that helped people and specifically how it’s helped people? I don’t know, does that answer your question? Yeah, it starts to get to, or even if it’s a forest, even, I mean, the forest is living and presumably the people we’re writing about care about the we’re writing to, care about the living forest, so the forest has life in it. It has insects, it has plants, it has animals, it has rodents, it has predators and prey. Uh, yeah, OK, um, animals in your audience again, you know, I mean, if your audience is very much back to nature, they love the beauty of the forest, they love, you know, all the animals, etc. that’s what you want to concentrate on. But if your audience is about helping people, then it’s got to be about how the forest helps people. OK. Uh, so let’s dive in a little, a little deeper on some of these. So the, the conflict, something, something that’s happened. Or is going to happen to to someone who’s likable? Can you say more about setting up setting up the conflict? Yeah, yeah. OK, so, um. Robert McKee, who is is like the guru of scriptwriting in Hollywood. He says basically a story starts out with balance, something knocks it off balance, you know, changes everything. The hero then takes it on him or herself to solve that problem, uh, is transformed and then rescues the castle, whatever. So, conflict has to be something that changes everything. Um, it can be internal, like that person, uh, has anger issues or can’t see the forest for the trees. It can be an organizational problem where they have the wrong philosophy. It can be a leadership problem, where people aren’t getting along with the leader, um, it can be an external conflict. And interestingly, um, I think you were in the Air Force, so one of the um one of the uh principles in the Air Force is that um there’s nothing like a good enemy to make a good plane. And so, um, the idea that your enemy because of you’ve had to compete with them has taught you what it is to be successful. I think that’s something that a lot of people miss out on in their stories, um, a a good enemy. The enemy could be the, maybe it’s the illness that we’re fighting the disease or the illness. It could be, it could be animal uh animal abandonment. Could be the donors you’re approaching. You’re approaching it the wrong way. Could be your messaging, you’re doing the wrong messaging. Could be because you’re not distinguishing yourself enough from all the other nonprofits, right? That you don’t have a distinct enough message. It could be because you’re not being likable, you know, or I, you’re, you’re just not, you’re not, um, reaching people. The number can be a lot of things, the enemy. When we’re writing, it’s OK to write informally, right? And, and also I, I just wanna make sure we’re, we’re, uh, we’re, I want to make sure that listeners know that we’re, we’re conscious that they’re not, uh, writing novels, they’re writing like 250 to 300 words, maybe a newsletter article, could even be just 50 words for a sidebar or something. So they’ve got to condense. Your advice into somewhere between 50 and 300 words. 300 words is even is even long these days, but let’s let’s say at a narrow outer limit of an insider newsletter where people are actually reading your 300 words, whether it’s print or digital, um, so we, we’ve got to condense this down, we don’t have the. Well, I, I would say the luxury, you might say the challenge of writing 55 or 60,000 words. So where, what was my point? What was the point of that? What do you do when you, when you’re limited by the length? Yeah, you know, there’s something called flash fiction where people do this and people write short stories, but we’re we’re even shorter than you. The short story. We’re writing a blog post or a newsletter article or sidebar, right, but it’s still got, it’s, it’s like a scene in a way, in a book because a scene has to have a beginning, a middle, middle and an end. There’s got to be a change in the scene. There’s got to be a point of view in the scene. Um, there’s gotta be a voice in the scene. Who, who’s telling this story, what, um, uh, what’s distinct about that voice. So, you know, when you’re telling a story in 300 words about one of your clients or someone that your nonprofit has helped. Um, What was the issue? What was the key aspect that changed this person? How did they show that how they were changed and how does it apply to you as as well as others, and you can do it in 300 words. Um, you just have to be very, you have to pick out, uh, only the right details and the and uh the right things to describe. Does that make sense? That becomes the challenge, yeah, because we we wanna stuff so much in because our work is so important we want readers to know the detail you gotta know the details of what we did and then it becomes focused on us in our us and our nonprofit and our work instead of focused on the. The person or the animal or the forest that we helped that that’s where the focus should be, right? Not on, not on how good we are and how successful we were we’re, we’re obviously part of the story because we’re the change agent, but, but don’t focus it on yourself and your work. Right, right, and you can, and we wanna stuff it with detail because we want everybody to know how much we do for every single. Tree But the reader or the listener, they, they can’t absorb all that detail. What they want is one detail that sticks with them, right? And so, you know, one tree, you just what tree can you describe in one sentence that illustrates the problem. And this is the problem we want to solve, and how did that tree change? If you can do that, it’s great. Um, oh, it, it, it kind of gets into what objects are, you know, um, uh, one thing that isn’t used a lot in stories is objects, and objects really can communicate a lot about change in character. Like what? What do you mean? But like, like, so, well, just, you know, for tree we could substitute, it was an animal or it was, it was a person, or you. Uh, that was a diabetic. It was a person with, um, with a, with a carcinoma, you know, what, so we’re substituting, but, but flesh out what you were saying about, uh, here’s a, here’s the objects. Here’s a, here’s a real story, OK, from 9/11 and a woman whose husband worked in one of the towers and it was her birthday on September 11th. Um, he went to the tower and she never saw him again. Several weeks later. Um, the people had uncovered the rubble and they uncovered his car, but they didn’t want to open his car without her there because she was his wife, and it was a matter of, you know, of respect. So they opened the trunk, and inside the trunk, they found a wrapped birthday gift, a birthday card, and one rose. Do you need to say any more? Mm mm. Yeah. So those are the kinds of details you’re looking for. I mean, Joan Didion had a detail where um the objects convey love. Yeah, yeah, very much, very much, you know, you can find it uh in uh Little Women, um, Mr. Lawrence has a piano that he loans to Beth, but it’s, and he’s cold and Beth is sensitive and it gives you something about Mr. Lawrence, and then he gives the piano to her and then you find out his dead daughter played that piano. I mean. Look how that illustrates love or Joan Didion talked about um uh in one of her, her fiction pieces in Latin America to describe the hotel, she said she went year after year and the postcards never changed. You don’t have to say anything about the furnishings or the places, yeah, you just know it conveys, all right, all right, so be savvy about the use of objects. Um, go ahead. I want you to continue and people like contradiction, um, you know, the, the, the, the tree was beautiful, but its roots were rotting, you know. So why that raises a question. And what did you do to solve that question? And what one thing? Um, was the key to solving that question, what one change. That’s very good. Did you just think of that or do you use that all the time, and the root rotting roots that’s why you’re a fiction. Yeah. Yeah. The the the animal looked, uh, you know, the, the, the, the kitten looked, the, the kitten was purring, but her paws were bloody. Yes, well, from abandonment because she had, she hadn’t been cared for and right, but what? Yeah. Here’s another example from John le Carre. OK, so you can inform people or you can connect with people, right? And, and I think, um, uh, Lynn Bohart, I listened to his, he talked about this too. So here’s the informational the cat sat on the mat. And here’s connecting the cats, here’s a story, the cat sat on the dog’s mat. Uh, there’s a, there’s a conflict. Yeah, yeah. It’s time for Tony’s Take two. Thank you, Kate. There was something today, this very day in the gym, and it was, it was kind of cute. It was sweet and cute. Um, our friend Rob, you’ll remember he’s the uh former Marine, Semper Fi. Um, works out in the gym. I see him all the time, many times a week. And just as I was getting, getting uh set up on the elliptical, I was just getting started, like I was in my first minute or so early, and that’s the first thing I do in the gym is the elliptical. So I just got in there. Um, and he’s chatting with a woman whose name I don’t know yet. We, we, we, we’ll uncover it eventually. They all, they all get identified or identify themselves, uh, eventually. So he says, there’s a problem with my phone. It doesn’t have your number in it. I thought, oh that’s kind of hokey. I don’t know. I don’t know. It’s just, I mean, we’re adults here. I don’t know. It was, it was kind of sweet in the same way, like, it was a little bit like he was embarrassed, you know, like I was like a teenager, an adolescent. There’s a problem with my phone, it doesn’t have your number. So, and then he, and then he jumps right on, you know, he’s kind of, and then he starts to backpedal a little bit. Uh, is it inappropriate if I ask you for your number? Yeah, it’s like, you know, it reminded me of uh being in the 8th grade and I asked Michelle Bernardi to go to a movie and then I said, no, but you know, you’re probably very busy. And, and we, we never ended up going to the movie. Um. So, so she said, so she says, no, it’s, no, it’s only inappropriate if you ask inappropriately. So I thought that was just kind of a sweet. like adolescent type exchange. I don’t know, you know, the guy’s a former Marine, um, simplify. So, so, uh, she gave him, uh, she gave him. Her number. And then later on this morning, Rob. Semperify was also then he then he was talking uh chatting up uh another woman. Um, and she was talking about her cooking, and she had, she had some fresh homemade sourdough bread in her car for, for some reason. I didn’t catch why she’s driving around with sourdough bread in her car. Uh, maybe she’s got to make a delivery to the food pantry or something. I don’t know, but, and, you know, he’s going on and, you know, like flirting like, oh, I bet your cooking is really good and You know, so she ends up going to the car to get him a loaf of this, the homemade sourdough bread. So he walks out with this loaf of sourdough bread. So now, then he’s asking, well, what, you know, what kind of wine do you like? I have a lot of wine at my house. And she said, uh, Reds and Pinot Noir, this, this woman drinks uh Pinot Noir. By the way, her, uh, her birthday is October 26th, I learned. We’ll get her name later, as I said, you know, and eventually we’ll come. Uh, Rob’s birthday is October 24th, so they have a birthday within two days of each other, both Scorpios, they made that point. And, uh, and then at the end, you know, so then he’s, so he’s got his bread now, and then they continue working out. And then he’s, as he’s on his way out, he says, uh, to the bread lady, uh, I’m going for a, for a coffee, uh, if you’re not busy, you know, like, you know, but he doesn’t really say, do you want to come with me and say, if you’re not busy, so again, you know, like, Soft, very soft ask, very soft teen, teenage ask. And she said, uh no, I, I, I, and then she hesitated a little bit. I wasn’t sure if she was telling the truth. No, no, uh, I, I, I have to get my hair cut at 11. I don’t know. It sounded, it sounded weak. I, I don’t know. Maybe, maybe she was being truthful, I’m not sure, but, and then, you know, that, and then that was it. Uh, so, but Rob getting a little flirtatious, uh, coming on to the ladies a little bit at the gym. Uh, when I, when I find their two names, uh, they, they both are frequent attendees at the gym. Uh, I’ll certainly report their names, I’ll let you know, but, uh, you know, it was, it’s kind of cute, but a little tragic also, poor Rob. Simplify That’s Tony’s take too. Kate. No, he sounds so charming. I think, I think the younger generation would say, uh, like he’s got a lot of riz, like charisma. Oh, really? Really? I, I don’t know. OK, uh, that’s interesting. Riz, he’s got Riz. I never heard that, of course, because, uh, you know, he’s got a lot of Riz. I, I don’t know, it didn’t come across to me as Riz. It kind of came across as a little, little sad and tragic, but, but, but cute also, but still, you know, the guy’s 45 or 50, I mean. You know, we’re too late. I know, but uh there’s a problem with my phone, you know, come on. That’s a little sad, I think. Well, that’s that’s Rob. That’s Rob. I’ve lost my phone number. Is that what he said I’ve lost my phone number. Can I? No, he said there’s a problem with my phone. It doesn’t have your number. OK, he’s he’s trying. I think that’s cute. It’s cute is the way I see it, yeah, I’m not sure about charisma, but riz Riz, I have, I have to try to use riz in a sentence now, but nobody I talked to will know what it means. They’ll say, what? What do you mean? Cause nobody I nobody I talked to is gonna know riz. I better not. I’m a baby boom boomers trying to talk like Gen Z. It’s embarrassing. It’s embarrassing. I, I think I’ve never done, I, you know, I think about it sometimes when I’m writing a LinkedIn post, like, I’ll try to use something colloquial. I can’t, I can’t think of an example right now, but I, if I type it, I delete it. Uh, now, it’s, it’s, I’m a baby boomer. I’m stuck with that. I’m not gonna try to be, uh, a Gen Z or, or even millennial, you know, just. Use my language that it’s embarrassing. It’s like, it’s like, uh, it’s like an old guy who can’t get out of his sports car, you know, like you got, you know, it’s humiliating. So, don’t try to be something you’re not. Just, you’re a baby boomer, just stick there. That’s it. Like, stay in your lane like I would say we would say stay in your lane, stay in your lane. Well, we’ve got book who but loads more time. Here’s the rest of storytelling with an award winning crime fiction author with Karl von derro. Formality, I think a lot of people think, I don’t think this is unique to nonprofits, but That’s where all our listeners are, that you have to be formal, you know, there’s a maybe we learned it in uh elementary school, English composition class or something, uh, you know, that. There there’s a, there’s a formality. We have to write a certain way and not write the way people talk. I, I, but I, maybe, maybe that was, maybe that was right. 50 years ago or so when I was in high school, but I don’t think it’s true anymore. Do you, do you agree that writing has, is, we can write the way people talk and that, and that’s OK. Absolutely, absolutely, and Mark Twain did it, right? You write the way people talk, and that’s what because uh people believe you, they, they think, you know, you’re not doing something staged, you’re not talking from a PowerPoint presentation. Um, it’s your voice. Are you humorous or you not humorous? Um, uh, do you like to describe things a lot? Do you like to use numbers? Do you not like to use numbers? Now, this is your voice, and this is who you are, and that’s and if you don’t use who you are, then the people won’t think you’re credible, um, cause they can tell. They can tell when you’ve memorized a pitch, you know, um, and here’s something else. Oscar Wilde said, be yourself, everyone else is taken. Yeah, I’ve heard that. Yeah, yeah. So that’s you’ve, and that’s what appeals to people and part of being yourself is being vulnerable enough to tell, you know, what problems you’ve had and how you’ve overcome them. It’s not all a good story. Yeah, say more about the vulnerability. I, I admire that, you know, some. There there’s a strain of thought that to be vulnerable is a sign of weakness. I think it’s exactly the opposite. I think if you’re vulnerable, it’s a sign that you’re strong and confident and, and able to open up and, and explain, share your vulnerability, explain what what went wrong, what you did wrong, how you failed, how you let someone down, etc. whatever, whatever it might be, how you let yourself down, but. Say, say more about the, the, the empathy that comes with vulnerability. Right, right. Well, when you tell someone how you failed, they know you’re being true. You wouldn’t lie about that, you know, so they immediately trust you. And they felt the same way, probably at one time or anothers. Plus you’ve raised a question, because they know you’re gonna tell about how you, how you became successful afterwards. So you’ve raised a question, how did you do that? What lesson am I gonna learn from that, from this guy who’s just like me. And how can I apply that my own in my own life, you know, or in my own nonprofit. So when you say, you know, you, uh, you, OK, so here’s another story from a a reason to survive, which was arts, and they’re here in San Diego, and they would do, um, art therapy for kids in high school, so they could discover who they were and they have the confidence, you know, to be successful people. So they had all these programs that were in buildings that they owned with art and theater and performance, and then COVID hit. So you can talk about that, you know, I mean we were gonna go, you could say we were gonna go bankrupt because of all of this, you know what do we do? It all depends on kids coming in to see us and personally in front of us. So what did they do? They changed it into a virtual program and they sent out arts kits to all these kids that they could do at home and take virtual classes and they actually expanded their business. So you start from vulnerable, you know, we had the totally wrong, uh, wrong strategy and how we made it into the right strategy. Um, you could talk about, you can be personal too. I worked 7 days a week, 12 hours a day. I, um, I didn’t, I couldn’t talk with my wife. I was gonna have a heart attack. Um, I was, uh, you know, I was hyperventilating, um, I was yelling at my kids, um, and then I realized I had the wrong personal strategy about how to make a business successful. Mm You know, you and that personal side of it connects right away. You can do it about how um how you started out, and, and this is this is something else when when um to reach somebody emotionally. You can start about how bad things were, but you can also use some writer elements in it, in terms of, uh, when you, when you label an emotion. It loses its power. So when you describe it, what happens then it gains power, and how do you do you can do that through the senses for one thing, um, and most people use sight entirely too much, um, there are the other senses you can use as well in in making the listener feel your story. When uh so somebody described in my in my primer, they said when. Let’s see, when we first started out, um, the only clients we had were, uh, insects. We were in the basement of a building. The floors were slanted, it flooded. The only uh clients we had were insects and rats. We, we maxed out our credit cards, you know, you’re getting a feel for. You could even do it farther by saying, well, it smelled musty, it was so cold in the winter, we all, we, we grassed our cups of coffee to get warmer, you know, you could, um, say, um, the, the loneliest sound in the world was there was no telephone ringing. So you’re using all these senses to describe how bad the situation was without ever labeling it. And that’s something you can do as well. I probably got a little bit off the track of what you asked me. I can’t remember. That’s all right. I will go back to some, no, it’s valuable. I mean this is all, it all translates, you know, it’s just we’re, we’re, it translates to our work. Um, The um It’s interesting that you, you pronounce the word uh primer. I I learned it as primer. It’s a primer. You didn’t learn it as primer? No. I don’t know. I’ve got it wrong. I’ve always you know, in prime prime numbers, so you think primer, yeah, prime. I don’t know, we’ll have to check, uh maybe it’s, it’s both. Um, I may be wrong. I don’t think I am. See, you’re more, you’re more willing to be vulnerable than I am. It’s always been primary in my life. How can I say I might be wrong? I can myself up that way. It’s gonna I can’t do. I am a writer and I don’t even know how to pronounce something. I’ll never be a successful writer. No, I, I may be wrong, but maybe it’s both. The evolves. That’s one thing that I’ve learned at 63, I’ve learned language evolves. Uh, words that used to mean one thing now mean the complete opposite sometimes, like something was, was hot or cool, and you know, now it’s it, things have language has evolved, so it could very well be. Primer is just as bona fide as primer. OK. And one could be English and one could be American. I don’t know. Yeah. What’s in, I’ll even, uh, I’ll I’ll I’ll even be generous. Uh, tell us what’s in your primer at uh Karl von derro.com. Oh, OK. Well, it’s, it’s about 40 pages long. And it’s all about the elements of how to tell a story, and it’s, you know, written in one page summaries of each element of how to tell a story, and there are examples from other people and throughout. So you can see how someone is actually used this, um, you know, one of them is like, do you lose credibility by admitting weakness? So how do we set up a story? What should we know about the hero’s journey? Um, what about sidekicks, you know, and these are all the elements in the story, um, the nitty gritty inside story description, which we’ve been talking about. It’s not everything you described, but the one thing that that illuminates everything. Let’s amplify one of those, so, so tell us more about sidekicks. Yeah, yeah, Sidekicks is something we all could use a little bit more of, you know, um. Here, here’s an example, um, in the Cheetos, uh, they had this, um, Cheetos hot Hot Cheetos from Frito-Lay. OK, so how did that originate? Um, and here’s, that’s another technique of storytelling, you’re telling where you’re gonna end up and then how do we get there. Um, so the uh CEO of Frito-Lay said, look, uh, we’re all gonna be CEOs of the company. And all of you were open to all your suggestions. So there was a janitor there who was Hispanic, and he went in to buy some Fritos, and he took it home and he put on his, his own seasoning into these Fritos, and he said, you know, it’s much better this way, and the company never has thought of this. So here’s something else you have to have as a nonprofit or anyone. You what we call it the protagonist in the story is they seize the sword, they take the sword to do battle, right? And he called up the CEO and said, I want to make a presentation to your board. So he went, they, they were open-minded, and they went in and he showed them the sample of what he had done and became one of the most successful brands in the company’s history, and the CEO said, It’s time for you to put down your mop. So, you know, stories like stories like that. So he was a sidekick and the CEO was not afraid to emphasize how the sidekicks saved the company. You know, in stories, sidekicks are often doing all the wrong things, but they almost always come up with one key, um, one key inspiration that saves everybody. So When you tell about how a sidekick in your organization really helped you solve something. You’re validating them, you’re elevating them, you’re establishing your own uh bo bona fides as as a leader. And you’re inspiring people to, you know, um. Wanna wanna wanna be told the next story, wanna be the character in the next story. So I think it’s underused. That example that you just cited, uh, is, I think is very instructive that occasional stories about your own work. Yeah, you know, they can’t dominate your feed or, you know, but, but occasional like insider stories. I think, I think that that lets the let’s the donors, potential donors, the volunteers, the potential volunteers, other whatever other stakeholders you might have, maybe even some of the people who work for work who you work for, the beneficiaries that you’re working for, let’s people inside a little that that goes back to the vulnerability, right, a vulnerability, um. Set some emotion, but you know, occasional, you know, I, we don’t, we don’t want to dismiss it as as navel gazing or you know, nobody’s gonna be interested, nobody’s gonna be interested in the, the way the sausage is made. That’s another way of writing off the, the insider story. But I think an occasional insider story. Again, makes you vulnerable and, and lets people in to your work. Yes, absolutely, absolutely. And we’re all sidekicks, and we all maybe go from sidekick to leader, you know, and then we, then we mentor our own sidekicks, other people’s sidekicks, who are gonna continue the mission of the organization and, and they’re gonna take it in ways that you never dreamed of. That’s what you want. Um, here’s another story of, of like a a sidekick. Um, there was a kid here in San Diego who, um, he was poor, he wanted to go to college, he didn’t have a lot of money. He went, he worked at Burger King, um, and after graduation, he was in his gown, he went to the Burger King, where they all, all his friends were working, and he saw it was really crowded. So he got behind the counter in his gown. And uh he started serving people and one person came there. And she was so impressed with how courteous he was and how willing he was to help that she started a GoFundMe account for him. It, it got $180,000 and this kid’s college education is taken care of now. Who was the sidekick there? I’m not really sure, but she was kind of, and they were both but he was kind of, and they both were leaders at the same time. Yeah, he was a sidekick to his friends. That’s what brought him in and then he jumped on the other side of the counter and she became his sidekick. And uh and he hopefully we will become a leader, you know, well, he was a leader because he, uh, how many kids would go in their gown and help at Burger King? I mean, that’s real leadership. Yeah, yeah. Yeah. Uh, uh, leave us with, uh, something else, uh, something we haven’t talked about or something you want to go deeper and, you know, again, our, our listeners are all in small and mid-size nonprofits. Writing 50 to 300 words. What else, what else would you like to share that, uh, we, we haven’t, we haven’t covered or covered? Yeah, OK, so I think um knowing your audience, we haven’t talked about. So as a novelist, what’s your genre? Who’s your audience? Who are your readers? It’s not what do you write about? Who are your readers? And when you tell a story and you go to a donor, who’s that audience? And what are they interested in? Um, Abraham Lincoln had a famous quote, If I had an hour to cut down a tree, I’d spend the 1st 45 minutes sharpening my ax. you know, so all that preparation is really important. Um, what does that person stand for? What are they involved in, um, what of your stories are going to reach that, that person, um, what, figure out the five questions you wanna ask that person before you even get in there, um, and then you have a, you have a, you have some stories. You maybe have 5 stories that you’re not, you think they might apply, but you’re not sure until you get that acknowledgment from that person as to what they’re really interested in and what they’re passionate about because that’s where you’re gonna connect emotionally and then tell that story and how it connects to their passion. Then it gets you into something else we haven’t talked about, which is the ask. Um, I think a lot of nonprofits are really good at storytelling, they’re not so good at the ask, they’re not so good at using numbers, but. How do you then transition from the story into the ask, you know, and it’s all about we and us, um, making that transition. So, you know, uh, for the kid in Burger King, um. We want to help teenagers like him become a hero like he was, and we we’re looking for people that can invest with us in doing that and we uh we think you might you might really be uh a good investor in that. So you go from we to invest, we’re not asking for money, we’re asking for investment, and you are now part of the story because, and then you get to the bigger message that we’re gonna change San Diego that way, you know, some kind of bigger message to the story. Um, if you want to in part in my book, um. If you want to see somebody that really knows how to tell a story well, um, there was a TED Talk by David Miliband, who um is in, was in charge of the um refugee organization, and it’s an 18 minute TED Talk. And you will see how he uses personal, how he uses other people’s stories, how he uses facts, statistics, how he use messaging, how he uses bigger message, how he transforms it into a, I’m telling you to it’s us together and how it’s important to you as a person. It’s all in 18 minutes. It’s really good. David Miliband. Yeah, yeah. OK, um, you know the name of his TED Talk? Uh Uh, it’s refugee status. Let’s see. Well, here I got it right here. I’m sorry to. Um, International rescue Committee is in charge of, and it’s the refugee crisis is a test is a test of our character. OK, well, and IRC is a charity itself. International Rescue Committee. All right. Yes, yes. All right. Well, we will, uh, we can check out David. And uh we can check out your primer. See how generous I am saying I said primer. I said primer twice. When I, when I know it’s dead wrong. No, no, yeah, maybe it’s uh Premier Fosse. We’re gonna look it up and uh they’ll know who’s right. It might be both, but I’ll, I’ll, I’ll be so generous as to say it a third time. We can check out your primer. At Karl von derro.com. You can check out your, your latest novel, Saving Miles, Miles by Carl Vonnro. Yes, and, and on the website, go to the newsletter and it would you have to subscribe to the newsletter supposedly to get the primer, but it’s right at the bottom there. You can download it. OK, we just, you just gave us the pro tip. We, we don’t, but we to join your join, join Carl’s join Carl’s newsletter, uh, join his email list, join the list because then you’ll know about the new, the next book that’s coming out, um. And I do every, every, every one I do um a description of a um a financial scam that’s happened somewhere and I haven’t done one on a nonprofit. I think that would be really interesting. All right, let’s not, right, sometimes the financial scams get too much public press, too too much mass media, and then people think, uh, I don’t, I don’t think that’s a good idea, Carl, because nonprofits are under such pressure now. How about doing an uplifting, do an uplifting nonprofit story, because Congress and led by Marjorie Taylor Green is so they’re so nonprofits and scams and, and Elon Musk called us uh uh a Ponzi scheme. Don’t, don’t do a negative story. Do, do, do financial crimes on Wall Street. Do an uplifting nonprofit story, please. All right. How about that, please? I, I’m, I’m, I’m asking, I’m asking, I’m asking the, uh, my captain, please do, do, do the uplifting. If you’re gonna do a nonprofit story, make it a positive one. All right. All right. Karl von derro Karl von derro.com. Carl, thank you very much. I knew this was gonna be fun because a couple of a couple of several weeks ago we had storytelling, but it was from a PR. Uh, a PR consultant perspective, which was valuable. She was very, very good. Talked about local media and think, but I, but when I saw your pitch about, uh, you know, storytelling from the award winning novelist perspective, I knew it would be. Equally valuable and and and very different than anything we’ve ever done so thank you thank you for bringing that to us. OK, well thank you it was fun. Like I said, it was gonna be fun. The fun did continue. It’s still fun now at the end. It’s still fun. OK, good. And it was fun in the middle too. It didn’t wane and then become fun again. It was fun in the middle is what every novelist. No, we didn’t have that. No, we had a consistent, no, it was linear, linear probably logarithmic growth in fun. I would say not even just exponential. Yes, it was logarithmic fun growth. I’m sure of it. All right, so we’ll leave it there. Thank you very much, Carl. It was a real pleasure. Thank you. Yeah, same here. That was it. Thank you so much for inviting me. My pleasure. Next week, the value of nonprofit journalism for your work, with Mother Jones CEO Monica Bauerle. If you missed any part of this week’s show, I beseech you. Find it at Tony Martignetti.com. Our creative producer is Claire Meyerhoff. I’m your associate producer Kate Martignetti. The show’s social media is by Susan Chavez. Mark Silverman is our web guy, and this music is by Scott Stein. Thank you for that affirmation, Scotty. Be with us next week for nonprofit Radio, big nonprofit ideas for the other 95%. Go out and be great.