Big Nonprofit Ideas for the Other 95%
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Monisha Kapila: Emotional Intelligence
Monisha Kapila is founder & CEO of ProInspire. She shares why EI is important and underrated. What steps you can take to become more aware of yourself and others, and how awareness will lead you to better working relationships.
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Hello and welcome to tony martignetti non-profit radio big non-profit ideas for the other ninety five percent. I’m your aptly named host. We have a listener of the week, meg hoffman in boston, massachusetts she’s at non-profit underscore meg and she tweeted getting ready for the week ahead, listening to tony martignetti on my way to work hashtag in the zone hashtag non-profit hash tag listen, learn do hashtag non-profit excellence meg hashtag thank you for taking hashtag non-profit radio with you. Meg huffman hashtag congratulations on being our listener of the week thanks so much for loving non-profit radio oh, i’m glad you’re with me. I’d be thrown in tow hashimoto’s thyroid itis if you thought i was immune to the idea that you missed today’s show emotional intelligence monisha capella is founder and ceo of proinspire she shares why i is important and underrated what steps you can take to become more aware of yourself and others and how that awareness will lead you to better working relationships and peer-to-peer tips. Mike weapon is chief product strategist for crowdster he’s got lots of ideas to raise more money in your next crowdfunded campaign on tony’s take two you gotta answer planned e-giving questions we’re sponsored by pursuing full service fund-raising data driven and technology enabled, you’ll raise more money pursuant dot com, also by crowdster online and mobile fund-raising software for non-profits now with apple pay for mobile donations. Crowdster dot com i’m very pleased to welcome monisha ca piela she is founder and ceo of proinspire helping individuals and organizations achieve their potential for social impact, she’s worked with the likes of care and the clinton foundation. In january. She was one of the chronicle of philanthropy is forty under forty she’s at monisha ca piela that’s, k p i l a and proinspire is at proinspire dot or ge and at proinspire monisha ca piela welcome to non-profit radio. Thanks, tony it’s a pleasure to have you tell us about proinspire what ura non-profit yourself. What do you what you doing there? Yes. Prospers and non-profit. We’re focused on developing leaders at all levels for the nonprofit sector and we run a number of programs to help non-profits and foundations develop people through recruiting, training, coaching and professional development. And one of those programs is the is managing for success. Yes, managing for success is one. Of our flagship programs, we started it in twenty thirteen. It really came from some things that we had seen around the lack of support for managers in the nonprofit sector there’s a lot of training in leadership development for people on the stage, but there’s a big gap of people are rising in their careers, and we heard from a number of e d s that they felt like this was an area where they wanted to support their rising leaders, but they didn’t have the capacity to do it. So we worked any casey foundation to create a program that focus on the key competencies. Managers need to be successful at managing people on project and built this program around that yeah, you have ah very interesting survey of non-profit managers that says fifty percent feel they lack the skills that they need to be effective. Yes, when we were designing the program, we survey people who had management responsibility in the sector and were really surprised to see how many felt like they weren’t being set up for success and shared some of the areas they felt like they needed most support, including things like delegation gold. Setting managing people and that’s what really shaped the modules that we have in the program? This is a disaster. I think half field there, they’re not adequately skilled for for leading our social change sector. Yeah, you know, i think it’s symptomatic of how most non-profits actually develop people, which is they don’t really have resources to strategically support them. Typically someone is performing well and they’ll be promoted and given more responsibility but not actually get the support they need to do that well. And as a sector, we don’t actually think about management as a responsibility. So it’s not like people are getting evaluated on how well they’re managing other’s, they’re typically getting evaluated on how well they’re fund-raising how they’re running programs. So we haven’t done a very good job of building a culture around managing people or investing the resources to help people do that. Well, yeah, no kidding. I mean, i’m typically a glass half full thinker, but being exactly half empty. And this is, i think, that’s for i think it’s really bad. Uh, it’s agree? I think it was actually kind of scary if you think about how are we ensuring that? Organizations are doing their best work, and that means ensuring that people can reach their potential to do it. So i agree, i think the good news is that a lot of non-profit leaders are starting to recognize it and wanting teo invest more and developing people, and actually, a number of foundations are thinking about what their role is around supporting the sector as well. Well, year was that non-profit managerssurvey that was in twenty thirteen all right, it’s pretty recent in terms of fifty percent think the more recent research has come out from bridge span around what they’re calling the non-profit leadership development deficit really hitting on the same pieces? Yeah, do you know if it’s still equivalent fifty percent saying they didn’t look specifically at this peace? But they looked at what’s happening at the senior levels around succession planning and found a huge gap as faras what percentage of leaders were coming from within organizations versus coming from outside and best management practices that you ideally want toby cultivating leaders from within because they’re most likely to be successful on they found pretty poor numbers from the nonprofit sector overall and a cross eyes of organizations as faras how organizations were doing around developing leaders. We’ve had guests on talking about succession planning and really it’s it’s, a part of risk management. You know, you’re you’re ceo could depart or die, you know, at any moment. And what do you doing to bring people along into that role? Yeah, but risk-alternatives yeah, and i think it’s also at all levels because succession planning is for the ceo is also for the people who are doing fund-raising and programs, and we work with a lot of young leaders who feel like no one’s thinking about what their career path is that if we’re actually doing succession planning well, you’re thinking about that all the way down to the most junior levels of staff car we have just about two minutes before a break so let’s just sort of ah, touch the surface of the the emotional intelligence topic, and then we’ll have plenty of time after this break. What do you what are we talking about? Emotional intelligence? Yeah, so emotional intelligence is part of what we consider managing yourself and emotional intelligence is your ability to recognise and understand emotions both in yourself and those around you it’s different than i. Q so emotion intelligences refer to his e q q is your cognitive intelligence, but we’ve often heard us were kids ondas different than personality, which is your style? I cubine personally don’t change over time. The great thing about you is that it can be learned and developed over. Time and we think it’s really important to people success there’s actually been aa lot of research that shone that ninety percent of top performers have high i q and it’s responsible for almost sixty percent of your job performance. If you think about the work we do in the nonprofit sector, how much of it is people based that having really strong kiku is critical to ensuring that leaders are doing the best bacon? Well, it’s encouraging that your your emotional quotient can change over time, you can improve it. Yes, and part of what we see is actually, people don’t even know what you is, and so by breaking it down, it helps them think about where they’re doing well and where they can grow and put some steps towards that. Yeah, for sure, okay, we’re gonna talk about some of those steps, let’s go out for a break, and when we come back, monisha and i will continue to talk on so talking about emotional intelligence, stay with us, you’re tuned to non-profit radio tony martignetti also hosts a podcast for the chronicle of philanthropy fund-raising fundamentals is a quick ten minute burst of fund-raising insights published. Once a month, tony’s guests are expert in crowdfunding, mobile giving event fund-raising direct mail and donor cultivation. Really, all the fund-raising issues that make you wonder, am i doing this right? Is there a better way there is? Find the fund-raising fundamentals archive it. Tony martignetti dot com that’s marketmesuite n e t t i remember there’s, a g before the end, thousands of listeners have subscribed on itunes. You can also learn maura, the chronicle website, philanthropy dot com fund-raising fundamentals, the better way. Welcome back to big non-profit ideas for the other ninety five percent. Monisha capella and i talking about emotional intelligence and you’re, you’re too emotional quotient. But it’s emotional caution, right, not emotion, question emotional, okay, otherwise you could have, like, a little rhyme, emotion, kwo, shen emotion to caution. Okay, all right, so this is our is you. Were you saying before the break? This is a very important sixty percent of our success is based on disability, too recognize and and manage emotions for ourselves and recognize them within others. Yeah. Okay. That’s. All right. That’s, that’s substantial. Now, it’s. Too bad we can’t manage the emotions of others. Can we? Can we? Well, i think one of the reasons why it is so important is if you actually understand other’s emotions, it could make you better at managing them. So there’s really four dimensions of emotional intelligence and to those are about awareness, so awareness of yourself, self awareness is being able to understand your own emotions in the moment. And, you know, what are some of your tendency? So knowing when you’re frustrated, angry, and what are some things that typically happen when you are feeling that way? There’s also a social awareness which is able to understand what our other people’s emotions on dh perceiving how they’re thinking and feeling. So those air to the components, which is really about awareness and two components you’re about management. So self management once you actually are aware of your emotions, then how do you manage them? And relationship management is about others. So once you’re aware of other people’s emotions, how do you use that to help manage interaction successfully? So, you know, as you asked, can you manage other people’s emotions? If you’re effective at social awareness and relationship management, you can can actually manage the situation where people’s emotions could come up. Okay? All right, so this awareness is huge. All right? So, it’s, basically, i think i’ll have a quick example could be even be, for example, a team meeting that you’re in and maybe there’s some bad news that’s being discussed, social awareness, taking up on how people are feeling about that, um, and relationship management would be, how are you managing those interactions? Relationship management isn’t just in the meeting, it could be actually before the meeting, if you know there’s someone who’s going teo really take this news in a deep way, actually sitting down with them beforehand so that they’re more prepared for the discussion. So what? We’re essentially talking about being aware of yourself and managing yourself and being aware of others and managing your relationships with others? Exactly, which is why why? It’s such an important part of how people do work because our work is all about ourselves and other people. And that’s why emotional intelligence is seen in such an important factor that now i could see that. You know, anger is a pretty easy one two gauge in myself in me on brothers. I mean, your flesh, your face gets flushed, your heart rate increases you probably your breathing starts getting heavy, so and you can see that in others, but but other other emotions, like empathy or sorrow and, you know you can you can see this in other people. Yeah, you can. I may. I think about sort of five core emotions that people can have. You mentioned anger, some of the other ones air happiness, sadness, being afraid or being ashamed. Those air kind of five key emotions and those air one that knowing in yourself when those air coming up and knowing those and others and there may be a spectrum of what that may look like. But it will help you manage situations better. Good. Interesting awareness is all critical. Now you got any otomi at one thing that research shows only thirty six. Percent of people can identify their emotions as they happen, so angers one that sometimes a physical ways that’s showing up, i can help people identify it, but actually it’s surprising that people really often aren’t in touch with their own emotions. Really. Now i feel okay, i feel like i’m in the thirty six percent, but everybody can’t but everybody, yeah, but everybody feels a bit. Does everybody think they can like one hundred percent think they’re in the thirty six percent? Uh, well, we find a spectrum even when we have people do self assessment around emotional intelligence, i think there’s actually some awareness around people on their gaps around that. So even in the self assessment, people will reveal that there are areas they feel like they’re aren’t doing as well around knowing their emotions or those of others. Okay, all right, so maybe i have a shot of being in the thirty six now, talking about now, managing emotions that’s different that’s, that’s different i’m saying where i think i’m aware, but management no, you have to ask my friends and, uh, and my wife, i think there’ll be much better. Judges, um, do you have any, uh, i need any good little stories about how people who have gone through the program managing for success and ah, you know, have reported back that they handled a situation much better than they feel they would have before they had become aware of their cue and this empathy with others. Yeah, we actually hear back from our love neither emotional intelligence is one of the areas that sticks with them the most, even one to two years after they go through our program. I think part of that is it’s a new concept, so many people haven’t had exposure to it, and they often don’t have time to really refer flecked on emotions and how it impacts on at work. So we hear from alumni that this shows up in a delegation and managing people, for example, someone not meeting expectations or doing work the way they would want one sort of having the self awareness to understand how that’s making them feel, and then also being able to manage themselves around, um, you know, taking time, tio pause before going to have a conversation, um and really preparing for what that might look like so that they’re not showing up in a way that would create some tension with the person that they’re trying to meet with s oh, there is so taken, give yourself a time out. Yeah, i mean, if you think about, like, good tips on self management, they’re things that i often use with my three and five year old so count to ten or pause and breeze are some of the really simple ways that you could manage your emotions, there’s a lot of research even out there that you’ve probably seen like you actually need to sleep well to be better at managing your emotions, um, and making space for time tio problem solved and thinks that you’re not feeling like you’re always running from place to place. We’ll give you more space to actually manage your own emotions. Now, if you’re using this with your three and five year old saying this, this is appropriate in the workplace also. Oh, absolutely, i mean, i think what they’re finding is that emotion, intelligence matters everywhere even schools are introducing this, but in the workplace, there’s been a big movement and the leadership development field to really make emotional intelligence more. Central so we’ve seen a lot of non-profits who are starting to introduce this as a competency for everyone in there, i don’t know is this commentary on the state of non-profit staff, if the same strategies apply for three and five year olds that apply for adult workers in the office, were what telling what you’re telling us? I don’t think it’s unique to non-profits so that’s the one thing i’ll say, we see this across people and eddie sector, um, but i think it is a state of how, as a society, we viewed emotions as kind of historically not something that you talked about at work and now or at school and now really recognizing that it is so into girl to the work we dio um, you know, if you think about when you’re working with teams, um, there’s often a saying what’s the elephant in the room well, in order to diagnose that there’s an elephant, the room, you have to have a social awareness that people are feeling something that they’re not saying so it is important for us to start talking about those things. All right? To what degree, though, now if i’m in a one on one meeting with someone, and they’re feeling let’s not deal with anger, because that seems like a simple one. Shame you mentioned shame is ah, common emotion. Do i mention to them that it looks like you’re feeling shame and remorse over what we’re talking about? Do i express it explicitly or a maior? Is there some other method? Yeah, i think one of the great things you can do as a leader or a manager to help someone, um, increase their own self awareness is actually asking questions, so you could say, you know, i noticed that you seem off or i noticed that, um, in that discussion, you weren’t contributing like you normally d’oh. So i think noticing what’s visible to you and asking them to think about what are some of the emotions that might be underlying that, okay, so get them to try toe, be forthcoming about what, what they’re feeling basically, yeah, and one of the kind of thing that we have been saying, like, you know, what pushes your buttons so that’s, something that we assume in organization that you’re going to know, but typically when something pushes your buttons that’s getting at an emotional issue and so having that trust with your drugs report, tio, help them think about what’s pushing their buttons and then together, how can you problem solve what to do in those situations? Okay, s so let’s, go back to my hypothetical the one on one suppose the person is just not, you know, forthcoming, i mean, they don’t feel like talking about their emotions, they want to keep it factual and what they would call professional just, you know, give me the news that you wanted that you brought me in here to convey, and i really don’t feel like and i don’t know how do you feel like it’s any of your business? What i’m feeling about this conversation, but what do we do there? So i think emotional intelligence and having these conversations workplace do actually try to trust and part of what you want to do is make sure you’re building a trusting relationship with the people who work for you, and they may not feel safe. Teo talk about their emotions and how that’s showing up, so if they’re not ready for it, you obviously don’t want to push it. But you do want to make sure that you’re creating that trust and that safe environment, that you’re there to help them, to think through the challenges and, um and they become or where their emotions think about how you could manage those, you know, i could given example, a colleague of mine was not a call recently with someone that we work with, and it was a fairly challenging conversation. And so afterwards, you know, we sat down and she said, you know, i’d love to talk to you about how i can manage in those situations because i could just feel myself getting really tense by the conversation, and so i appreciate the fact that we had developed this trust that she was aware to notice these emotions, and then we’ve developed trust to actually sit down and think about, well, how can she manage in those situations? And what was your advice around that? How can we? So my advice was to be taken more objective position and those conversations not to feel like she’s being personally attacked if someone’s providing some criticism or feedback, um, and tio kind of go back to this idea well, you served take the feedback, but i know that you want to process it and then follow-up later as a way so that she’s not having teo immediately respond to things that are her emotional triggers. Okay, so that’s like taking a longer time out, give yourself space to let me let me come back to you. Let me let me come back at, you know, let me know. Let me get back to you. I understand what you’re looking for and let me let me come back in whatever you know, a couple days or something with yes. And i have i have a rule of thumb that if i’m feeling matter emotional and writing an e mail not to send it so you wait an hour or wait till the next day to send it and i think that’s a good rule of thumb that time out piece? Yeah. It’s hard. Yeah, i i think we’ve all been there. The emotional email is usually one that you regret or you know, to some varying degrees, but you don’t feel good about it five minutes after you press send. Yeah, so this is really a longer process in your workplace. Is establishing this safety of talking about emotions. It’s not you can’t just spring this on somebody at a, you know, again, my my hypothetical one on one meeting, let’s, let’s talk about how you’re feeling about how you’re feeling about this. I mean, this has to be a safe environment in the office through the long term. Well, and i think a lot of it depends on the relationship between the manager and the person who’s working with them, so building that trust and safety and that you’re really there to set that person up for success. And so, you know, that depends on the culture in the organization, but it also depends on that relationship that the two people have. I keep thinking about the office with first with ricky jove, eh? And then with steve carell, you know, they try so hard to be those touchy feely managers, and, of course, you know, it’s a disaster and it’s a hilarious but s o obviously not an example, teo, to follow their example of what not we’re not. Yeah. Okay. Um okay, so we still have some some time together. Um, you have some good we should wear. Our thing i was going to say, you know, we talked a lot about the awareness side, but i think the other piece around, um, relationship management and that’s, good, but a little, you know, like when you’re working with a direct report, and you’re sensing that they may have some emotions tied to something, um, i think, really, being open and curious, so asking questions, and, um, that kind of trust that can come from taking feedback. So maybe they want to give you feedback. Um, being kind of someone that people see is someone they can go to can have really help on the relationship management side. Yes, okay, so, again, what? Steve carell was aspiring to. He, you know, they wanted people to come to them, but it was always disaster. Okay, i’m sorry. I’m sorry, i’m going back to that. Okay, i i thought it was interesting. Now, so going back, i’m gonna go back to vermont. This thirty six percent people are ableto identify their emotions. All right, so, so sixty four cannot are you able, teo, change this in the managing for success program? Yes. So one of the things that we do in managing for sixty years, we have people take a self assessment to actually sort of rate themselves on these four key components and then develop strategies on what they can do. So the self awareness piece some of the strategies are actually, um, thinking about what pushes your buttons keeping a journal about your emotions also to start kind of seeking feedback, asking other people about things that they may notice when you know, as you mentioned, when you get mad it’s very visible and maybe asking other people, how do they know when you’re feeling mad the way it even area that its most important around knowing your own emotions is actually how do you handle stress? Because that is what oftentimes can be a challenge in the workplace. Ah, and sometimes that might be a physical piece. Look, when you have stress how you handle that so start tio, get in touch with that better let’s let’s look more into listening there’s so much talk about active listening and, you know, empathetic listening, what are your recommendations about being a good listen, er, that is so important around social awareness, so in order to actually help us understand yourself, understand other people’s emotions, a lot of it is listening and it’s listening for what i said, it’s also listening for what’s not said so what might be visible or where, you know, you may be leading a conversation and where no one has anything to say. Well, that’s what’s not being said, and i think by being a really good listener, you’re able to start picking up on those emotions behind what people are saying or not saying this is something that takes practice. I mean, it was hard for me to get away from thinking about my next question while the person was talking and i don’t mean on the show necessarily, but just in life, and i realized that i’m i’m thinking about that instead of focusing on what they’re saying that it takes practice, it does, and one of the things i’ve sort of doing is actually trying to minimize taking notes at meetings, because sometimes you get so caught up in this sort of technical piece of after write down everything and you’re not actually aware of what being talked about, so just reminding herself of, you know, what are the things that you fall back on to that might be limiting your ability to hear other people or toe be in touch with what’s happening? What goes into this journal that you suggested an emotion journal journals are so critical around managing self because we don’t really have time to process a lot of what goes on at work and the ways that you can keep a journal he can have, um, journal, just about your emotions and at the end of every day, reflecting back on where what were some of the emotions you have that day, and how did that show up? It will really increase your awareness of what those our emotions are and and help you start getting better at even, um, going deeper in them. So being able to think about i was angry, was i frustrated? Or was i enraged? What? That might look like, okay, last thing i want to leave us with cause we just have about a minute before we wrap up monisha um, if all this is going to be and well, if we’re going to do all this well, we have to be ableto accept negative feedback? Yes, that is a really important part of getting better at emotional intelligence. Um, is speaking feedback and really welcoming feedback, so that means that when people give you feedback, your first answer should not be a kn explanation of why something happened, but your first answer should just be thank you for the feedback. Ah, that could be a hard thing for people, but i’ve seen for the fellows have gone through our programs that just by changing that view around feedback and something that i want that could help me really can help them, uh, step up their ability to manage their emotions better. Monisha ca piela founder and ceo of proinspire they’re at proinspire dot organ at proinspire and she’s at monisha ca piela monisha thank you so much. Thanks, tony. My pleasure, mike. Weapon and peer-to-peer tips coming up first. Pursuant and crowdster pursuant, they have online tools to help you raise more money. They are ideal for small and midsize shops because you pick on ly the tools that you need for your size and your your donor base velocity is their tool that manages your fund-raising helping you reach goals and stay on time. Time versus goal, prospector, it minds your database for your highest priority potential donors. So you know where to focus your attention. Check them out at pursuing dot com mike weapon he’s here. He’s going to be a guest in a moment. He’s, the chief product strategist for crowdster so i’m going to give mike weapon a chance in that official capacity. What sets crowdster report, mike from other peer-to-peer site. Thank you, tony. Yeah, one of the biggest keys that were really focusing on is the digital wallet on apple pay android pay. How do we think about the future? So you don’t have to that’s where we are, you know, it’s no longer a world where people are pulling out their credit cards and typing it into their phone. No one wants to do that. It’s now there’s so many one touch solutions, you know, we’re putting together a suite of those one touch solution so you can take money anywhere from anyone at any time. Check them out. Crowdster dotcom. Thank you, mike. Weapon now, time for tony’s take two my video this week. You can’t let plant e-giving questions go unanswered. It’s another story from my client baruch college someone inquired about leaving the college in his will. We answered his questions and he added a gift to the college in his will. Simple charitable bequests. What happened at the organizations that didn’t answer his questions, the video and the story at tony martignetti dot com, and that is tony’s take two now let’s bring mike weapon in for a full conversation. He’s, an award winning digital strategist with over seventeen years, experience crafting online content. He had thirteen years as a digital journalist at cbs news, translating the likes of sixty minutes and cbs evening news into vibrant online stories. They need a digital marketing and awareness for autism speaks he’s now chief product strategist at crowdster mike weapon. Welcome to non-profit radio. Well, thank you for having me appreciate it. My pleasure. You’ve got some ideas around peer-to-peer crowdfunding. Well, just generally before we get into your tips, what is it generally that you feel non-profits aren’t getting right about peer-to-peer well, you know, that’s tough to say not to say that non-profits aren’t really getting it right somewhere, getting it right. The problem is it’s a moving target, what people want to do and how people are krauz co-branding really depends on, you know, you know, it’s, it starts to evan flow of what strategies work, you know, everyone got very excited about ice bucket challenge, and everyone started looking for the next ice bucket challenge, all right? But at some point, you have to decide that ship has sailed. I’d say what you have to do is stay on top of the trends, but also the real key is to is to is to focus on your volunteers and your key constituents, and those people are treat them like family because those that is your family and and listen to them, you know, you’re you’re insiders yeah, yeah, them what they want to do you have some strategies about doing that? Absolutely. Getting them onboarding early, et cetera. Okay, well, i mean, that sort of leads into one of the first ideas you have, which is no as much as you can about your constituents. Yeah, what we need to do there? Yeah, and now we have digital tools that you could do that with, you know, i’m sure most every non-profit larger, small has some sort of an email tool that they’re using a constant contact or something like that, understanding those responses, you know, dig into the analytics on those tools. A lot of people think, well, i get constant contact. I’m just gonna fire off a bunch of e mails, whatever tool you’re using, make sure you become a master of those analytics understand who’s coming back to you and what they’re saying, make sure you’re taking responses from those people and making marks and checks on those people. This these people are my hard core, you know, fundraisers for me, these people are really active at the end of the year, these people love tio attend a walk or or our five k, the annual five k these air my gala people make sure, you know, and you segment those people properly using whatever tools you have and then what? And then and then make sure your marketing something, you’ve got them segmented. Yeah. Then make sure your marketing them appropriately because, you know, you fire off one email, one missed email, right? And that turns into an unsubscribes great of, you know, two or three percent, you’re losing a chunk of people that you could have been marketing teo over the course of a year and year. Ares you know, you have to treat those relationships like gold. So so always guard against the misfire, right? Which is sending someone a mass on an e mail about hey, we need we need you to give right now when you already know that person just gave to you last week. All right? You have to know these things. Know how you’re communicating with all those right, it’s twenty sixteen. We can’t be just sending these yeah, e mails about every program to every person and whether you’re keeping whether your serum is a big, you know, massive sales force back in or whether you’re keeping it on a spreadsheet, how whatever your sizes you know, you have to know your constituents and know how your marketing to them. Okay, okay. On dh. Then how does that feed? Into our peer-to-peer campaign that we’re planning. Yeah, well, so there you have. So the real key is peer-to-peer you have to think about in the long term, so you’ve got people coming back. You have to start with what you did last year with those people, those people who are team captains, you need those team captains to come back that’s going to be your corps for the next year of your peer-to-peer so from last year, you need to have segmented them, flagged them, thie attributes of team captain? Yeah, and no and and treat them right, you know, send them those emails halfway through the year that says, hey, we recognize how much you did, and we want to send you the special award we want to send you, you know anything to recognize those individuals who are your top team team players. And also when you make an example of those people, you encourage others to join in and become those big team captains because there’s naturally going to be attrition. So you need to keep filling that filling that base off constituents feeding that pipeline? Yeah, on dh you mentioned, you know, sending them things. Or whatever. I mean, it doesn’t have to be anything expensive, and it could just be information like insider information. You’re special to us want to let you know that we’re watching a new program hyre two new, you know, hr part, you know, whatever insider information, but it doesn’t have to be expensive or time consuming to treat someone as an insider. Yeah, no, absolutely. And and so i work with a with a non-profit called mobius syndrome foundation. I have a son with moebius syndrome. It’s. An extremely rare condition. We’re talking, you know, maybe ten thousand people around the world that have this condition extremely rare. But it’s a tight knit community. Ah, it’s, a small organization. We just hired our first full time person. Right. So what are the real top people get right is we get a q and a with that with that person, right? You know how they how did they do it? Ah, i’m sorry. A conference call or yeah, but it’s actually, actually, she reached out. She reached out directly because it’s a small organization, you know? And it was that sort of that. That one on one relationship, right? Okay. Of reaching out to keep people in the community the advantage of small non-profits have you can do that one to one contact intimate. I could spend a half an hour getting to know you that large organizations don’t have the luxury of absolutely not even can really must write. You really have to. Ok? Because, you know and there’s, you know. And you have to remember that it’s a gray area between fund-raising an awareness, right? You have to merge those too. You know, if your organization has a big walker, a five k that’s, your big event, that event is not just about raising funds. It’s also about all those groups, all those families and individuals getting together and bonding, you know, it’s an experience, and you have to respect that experience. So that so askew got a q and a with the new development director. Is that right at that? Mobius that moby syndrome? Yeah. That’s. Magnificent. So you just you got an opportunity to talk to her, him or her for one on one? Absolutely. And what she did, which, you know, she reached out. And she knew that at the time i was working at autism speaks on dh. She was you know, she looked at my bio and said, hey, let’s talk what can we do together? Yeah, you know? All right. All right, lots of lessons there. I mean, whatthe small non-profit khun do how to be good to your insiders. Want to one face to face contact? Magnificent. All right, early on your first idea, we’re gonna run out of time. No, no, no. I never shortchanged non-profit radio. Um, you, uh you want to respect the funnel? Don’t get in the way when somebody wants to do something simple and force them somewhere. Yeah, so you know, often when you have the big fund-raising meeting, you know how often you have it at your organization. Chances are, especially if you start to bring in mohr say boardmember zor or top volunteers everyone’s going tohave an idea about how to fund-raising how you want to get people. Ah, how do you want to get people involved and how you can raise money, but remember that there has to be a level of simplicity for your average doner co-branded start to build out those digital tools. And here i’m talking about the digital funnel is make sure that as soon as you have someone committed to a donation, don’t get in the way just allow them to donate, keep your forms a simple as possible. This isn’t a good time to say hey, do you want to donate? Would you also like tio volunteer? Would you also like tio fund-raising you like to build a page at the same time? Just let them donate, get them to that complete that one cycle, then you can start to ask them questions on dh see how, how, how engaged they are, how much they want to be involved with the organization, but once you sort of have offered on action, take that action all the way through now. It’s not just donations also registration if someone wants to register for an event that you’re throwing, let them register, don’t hit them up for a donation mid sent mid mid process. Make sure that it’s laser focused with that single call to action. Now you’ll probably hear that in some other places, but i can’t stress it enough is that when that single call to action, whether it be through an e mail or through your website or through social media followed that was saying, make a single, ask and follow that single called action all the way through, similar to advice that we’ve had guests share on direct mail. The the ideal direct mail is a single purpose. It’s our annual or it’s our gala or it’s a planned e-giving mailing its single purpose. Yeah, absolutely. And this also ties into knowing your knowing your constituents because you, you know, you see what i see, the sort of the fallacy of the of the, uh of the marketing email is often ill. See, hey, you can get involved one of three ways you can either do you can either volunteer, you can register or you could just donate. You know you can’t give those people the option when you know when you know your constituents, you know, who’s has a propensity to give who has a propensity to be a volunteer and who has a propensity to register for that walk no those constituents and give them a single ask. And as you had said earlier, target on dh market to them, appropriately exact based on their history. All right. Ah, the fundraiser life cycle. We won’t say about the book that yeah, so, you know, this is the concept that you this is a long term relationship, you know, you know, i used to say when i was at autism speaks is, you know, we’re not selling soap here, you know, we’re selling, we’re not selling, you know, what we’re doing is we’re getting people to join, we want people to be involved, and this is a mission for us, you know, everything about what we dio has to be tied to the mission. So how are those people going to get involved? I don’t just want them to say, well, here is a donation, and you guys take it and run, and maybe i’ll see you in a couple of years. We want people to join in with the organization and think about how it fits in with their lifestyle. So a cz you get someone so that way, once you get someone into the fold of your organization, then you have set up so that you can allow them to grow inside of it. So ah, one way that we get a lot of constituents to some of the the non-profits we work with it, crowdster is, we start with, um, sororities, fraternities, right young people who are very active, they tend to show up. They tend to do a lot of social media. They hung over when they show up. Well, that’s, why we hold on, dave that’s later in the day, right? Nothing. No eight a m you know it have seven a m five k run that sunday morning, though. Ah, but, you know, get those once you have those people interested in in the in the organization, you know, in four years they’re going to be very different fundraisers for you. So once you get them in and keep them active, they’re showing up, but in four years, they’re going to have a good job and they’re going to be have more propensity to give or they, you know, a little later, they may have the kids and they may want to get their kids involved, you know, treat that donors if they’re going to be with you for a long time. Yeah, it’s just you know, is you have to understand is that you want to build a long term relationship, it’s much easier to keep a donor than thing to get a donor. Oh, for sure, but numerous guests of but i’m glad you grab repeated and it’s funny because they cost so much to acquire. Yeah, and i was thinking about when i was, you know, when i was a kid, my father was part of knights of columbus and they supported the special olympics. You know, we didn’t have any connection with any connection to special olympics, but my father loved sports. We loved watching track and field sports. He brought us a za kid. So that’s, something that i took with me and continue to do that type of giving back to the community to the to the special olympics community in high school is part of my confirmation process. You know, excellent. Eso, right? No personal connection other than your your dad introducing you and it’s just becoming sort of ah, family tradition. Yeah. Yeah. And the special effects is a great organization. As you know, you know of really including full community. You know, the great mission. Cool. Alright, the lifestyle. Yeah. And, you know, we get into psychosocial factors to then you have to recognize that, you know? So we start with the sorority, and then they’ve got a full time job, but maybe less, less time, because they’re in there in a high pressure job so less time. But they’ve got greater capacity to give, and then, as children come, maybe maybe depending on who stays at home, if anybody, maybe that person has a little more time, as could start to go to school. But before school age, they don’t, you know all those psycho social fact, and they may have mohr mohr, time, teo to join in, join in ah, events that are more family rented. Yeah, right, of course, including the family. Yeah, as your dad did with special olympics. Exactly. All right, let’s, go out for a break. We come back, mike, and i’m going to keep talking about his peer-to-peer tips. Stay with us. Like what you’re hearing a non-profit radio tony’s got more on youtube, you’ll find clips from stand up comedy tv spots and exclusive interviews catch guests like seth gordon. Craig newmark, the founder of craigslist marquis of eco enterprises, charles best from donors choose dot org’s aria finger, do something that or neo-sage levine from new york universities heimans center on philantech tony tweets to he finds the best content from the most knowledgeable, interesting people in and around non-profits to share on his stream. If you have valuable info, he wants to re tweet you during the show. You can join the conversation on twitter using hashtag non-profit radio twitter is an easy way to reach tony he’s at tony martignetti narasimhan t i g e n e t t i remember there’s a g before the end he hosts a podcast for the chronicle of philanthropy fund-raising fundamentals is a short monthly show devoted to getting over your fund-raising hartals just like non-profit radio, toni talks to leading thinkers, experts and cool people with great ideas. As one fan said, tony picks their brains and i don’t have to leave my office fund-raising fundamentals was recently dubbed the most helpful non-profit podcast you have ever heard. You can also join the conversation on facebook, where you can ask questions before or after the show. The guests were there, too. Get insider show alerts by email, tony tells you who’s on each week and always includes link so that you can contact guests directly. To sign up, visit the facebook page for tony martignetti dot com. Hi, this is claire meyerhoff from the plan giving agency. If you have big dreams but a small budget, you have a home at tony martignetti non-profit radio. Welcome back. I’m with mike webb in chief product strategist for crowdster and of course crowdster a sponsor happy to have them on the show with with value around your peer-to-peer fund-raising campaigns whether it’s going to be the first one of your next one howto improve these things and raise the money that you need you talk about do-it-yourself fund-raising yeah, yeah, what we call third party fund-raising or do-it-yourself fundraiser way you know, the idea there is that and this this khun lend itself to smaller organizations in particular, the organizations that don’t have sort of a core event or siri’s of events, walks or runs. This allows users to basically create a fundraising event around anything that’s of interest to them. So there may be people have a big bowling league. Ah, they can start a fund-raising ah event or siri’s of events on our platform on crowdster and and raise money for a particular organization. We also have are some even smaller organizations that create a whole platform for this. So if someone comes in and they developed templates for them, so it may be a birthday party, so wants to give their birthday someone wants. To throw a, you know, a wedding registry things like then, you know, our our platform takes it a little further than some of the others because it allows both the event and then the personal pages built off of that similar to some of the really big guys out in there, out in the space to really have that full so so user can come in and really build out a full fund-raising apparatus around a small event, some of the things that may be something the cheaper off the shelf products don’t teo and now, um, there has to be a balance between making this a simple process for the users, the donors on also for the team fundraisers, but then there has to be a degree of, you know, basic functions or maybe more than just basic. So we gotta we gotta balance between these, you know, if again not i don’t want to focus on crowdster but but if you’re evaluating sites, how do you decide if the balance is correct? He’s just based on what you think it ought to be? Or is there some kind of benchmark or something? Yeah, and that is how we’re gonna find the right site. That is the right balance. Yeah, and that is that that is a tough balance to make, you know, you you know what? We do a crowdster we have sort of a we have a very simple form you khun spent up a site in, you know, fifteen minutes, probably less. And then you can go into an advanced view and get a whole series of tools, you know, and and you have to again, if you know your constituents, if you know that core group of constituents that’ll help you in choosing a peer-to-peer fund-raising platform think about as you go and look at the tool. You know what? What are the key things that my constituents are asking before? Are they asking me for the ability to create teams? Are they asking me for the ability ability to donate in someone’s name? What of these? You know, one thing that, you know, i’ve discovered over the over the years of working with non-profits is there’s a very, very unique requirements around each individual organization, you know, they’re not all the same, they all have different fund-raising needs and that’s what i’d say. Look for a platform that’s as versatile as possible. Okay, okay. Um, the, you know, this is all about humans. This is all friends where we bring our networks in our friends are whether it’s, our teams or our family um, you want to make sure that the people who are fund-raising for you have enough say in in in the pitches sight and in the asking their message can come through personally, yeah, absolutely. And that should be tied. That should be a core, a core factor in whatever platform you choose but also a core factor in your social strategy. If no one’s people are going to give to a human face that if if you’re organization is around a certain medical condition, they’re going to give to people who have been affected by that condition, they’re not necessarily going to be you’re not going to give two x y z foundation or x y z society, right? They want to give to that individual they want to give to the person they know and that’s really the key is that so then make sure that your platform is telling their story, allowing them to tell their story. Allowing them to tell their story, you’re making it really easy for them to tell their own story, you know, are you allowing them to put up video? Are you allowing them to social share very easily? Are you allowing them to write two paragraphs and in bed photos? You no photos? Just, you know, photo cell, how many photos are you allowing them to put up? You know, are you letting them put in, like, a photo carousel that that people can click through and see sort of a progression of a child with a certain condition that may be, you know, something they live with over many years and progress through? Yeah, you had said earlier, you know, knowing your constituency in terms of what functionality versus simplicity you need, it could be just a simple is asking some of those key volunteers that the team captains, you know, what’s what’s important to you. I don’t know if it’s a survey or if it’s a face-to-face or however you but, you know, solicit the input of those key players as toe what they want. Yeah, absolutely. And that brings it all full circle, right? You’ve got to really get those people involved on dh. They’ll tell you what they want, and we did a lot of this. We did. A lot of this is all you got to ask. Yeah, yeah, we did a lot of this. That autism speaks where we had some real key people in different, you know, in in different we were talking about our walk program there, cem really vital volunteers. Some of them had really great digital skills just in there, you know? And they’re nine to five job. Others were good marketers. Other we’re just really carrying individuals. And we put together an advisory group that said, hey, what do you guys want in this next redesigned to the platform, you know, tell us what you want and a few things, you know, happen. You know, when you when you try to organize things from sort of the the organizational level, you think you i had a tendency, i would say to think in sort of numbers and and think about how do i how do i monitor? And what are my kp eyes? And you start to get a little business durney martignetti non-profit rating of drug in jail, but what is the k p i? Well, you know, aki performance indicator, you know? So you start to say, well, if i send out x number of emails, how many getting back and you start to think about what i want to be able to monitor this and blah, blah, blah and, you know, i had, ah, one of the art top volunteers, a really great guy reached out to me and he said, mike, you know, we’re doing we’re just sending out e mails in our own name we’re not sending you know, we’re making sure that, you know, the subject line is coming from me, the volunteer, not from you, you know? And that was one of the best things that was one of the greatest little changes that we made, you know, as opposed to handing them, saying, this is the perfect temple we’ve made the perfect meal for you, and you are now going to send it out and it’s going toe, you know, raise you a ton of money, you know, what they found is that if i write an e mail from me, you know, the guy who was who started this great walk you know, it’s not a big walk, but the people are really involved with the same people coming back, and they love it if the email comes from me and not from your organization, you know, people respond, you know, and it’s, you know, that’s, just one of those many sort of apple falling on my head type of thing where it’s like it’s got to be about your people. Look, they’re message come out. Yeah, okay, timing you can use you can use timing to your advantage. Yeah, yeah. And, you know, and that’s where i i like to say that you have tio you can’t create urgency. You have to identify urgency, you know, on dh you see this sometimes with certain e-giving days that may fall flat because someone said, well, you know, march first works for me so let’s have e-giving day on march first and will lead up to it and everyone please give on march first, you know, but there’s, nothing really tight to it. All right? You know it. Autism speaks. Obviously, we had autism awareness day, world autism or to stay in real second. It made perfect sense, right? We need to you know, we need to get your urgency around because this is when we have the world’s focus on this condition. So we need you to get involved. We need you to register. We need you to turn the world blew on that day. You see it around a lot of other sort of, you know, when there’s a fundraising goal, we need it because it’s going to fund x number of of services for these individuals who need, you know, at autism or a ta that moby syndrome, the moby syndrome foundation. We have a big conference. We want to fund way want to fund scholarships for people to come to this conference because some of these people are all over the world. They don’t have the kind of money to come to los angeles this summer. So we want to put together so there’s a you know, there’s a deadline for that we need money so that we can pay for these people’s plane tickets to get them to this wonderful community where they’re going to see people. Some of these people have never met someone with moebius syndrome. We’ll be syndrome is a facial. Ah! Ah! Ah. Has ah, facial deformity. Paralysis. Yeah. Yeah. Okay. We have to leave it there. Thank you very much. Excellent. Thanks for the tips. Cool. All right, well, thank you for having me. Mike weapon, chief product strategist at crowdster crowdster dot com next week. Amy sample ward, our social media contributor returns. If you missed any part of today’s show, i simply ask you find it on tony martignetti dot com. Where in the world else would you go? I need a sign. I need some kind of sign the way forward. We’re sponsored by pursuing online tools for small and midsize non-profits data driven and technology enabled pursuant dot com and by crowdster online and mobile fund-raising software for non-profits now with, as mike described apple pay crowdster dot com. Our creative producer is claire meyerhoff. Sam liebowitz is a line producer. Gavin dollars are am and fm outreach director shows social media is by susan chavez. And this music is by scott stein be with me next week for non-profit radio big non-profit ideas for the other ninety five percent. Go out and be great. Buy-in what’s not to love about non-profit radio tony gets the best guests check this out from seth godin this’s the first revolution since tv nineteen fifty and henry ford nineteen twenty it’s the revolution of our lifetime here’s a smart, simple idea from craigslist founder craig newmark insights orn presentation or anything? People don’t really need the fancy stuff they need something which is simple and fast. When’s the best time to post on facebook facebook’s andrew noise nose at traffic is at an all time hyre on nine a, m or p m so that’s when you should be posting your most meaningful post here’s aria finger ceo of do something dot or ge young people are not going to be involved in social change if it’s boring and they don’t see the impact of what they’re doing so you got to make it fun and applicable to these young people look so otherwise a fifteen and sixteen year old they have better things to dio they have xbox, they have tv, they have their cell phones. Me dar is the founder of idealist took two or three years for foundation staff to sort of dane toe add an email address card. It was like it was phone. This email thing is right and that’s why should i give it away? Charles best founded donors choose dot or ge somehow they’ve gotten in touch kind of off line as it were on dh and no two exchanges of brownies and visits and physical gift. Mark echo is the founder and ceo of eco enterprises. You may be wearing his hoodies and shirts. Tony talked to him. Yeah, you know, i just i i’m a big believer that’s not what you make in life. It sze, you know, tell you make people feel this is public radio host majora carter. Innovation is in the power of understanding that you don’t just do put money on a situation expected to heal. You put money in a situation and invested and expected to grow and savvy advice for success from eric sacristan. What separates those who achieve from those who do not is in direct proportion to one’s ability to ask others for help. The smartest experts and leading thinkers air on tony martignetti non-profit radio big non-profit ideas for the other ninety five percent.