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Nonprofit Radio for October 18, 2021: Engaged Boards Will Fundraise

My Guests:

Michael Davidson & Brian Saber: Engaged Boards Will Fundraise

Michael Davidson, the board coach, and Brian Saber from Asking Matters, have teamed up to write the book that reveals how to get your board to fundraise: Engage them.

 

 

 

 

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[00:00:10.94] spk_3:
Hello and

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welcome to tony-martignetti

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Non profit radio big non profit ideas for the other 95%. I’m your aptly named host of your favorite abdominal podcast.

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Oh, I’m glad you’re with me. I’d be forced to endure the pain of

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cellulitis if you inflamed and

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irritated me with the idea that you missed this week’s show

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engaged boards

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will fundraise

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Michael Davidson, the board coach and brian Saber from asking matters have teamed up to write the book

[00:00:49.54] spk_5:
that reveals how to get your board to fundraise engage them

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and tony state too

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podcast pleasantries. We’re sponsored by turning to communications

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pr and content for nonprofits.

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Your story is their mission turn hyphen two

[00:01:11.44] spk_2:
dot c o. It’s my pleasure to welcome back Michael Davidson and brian Saber, Michael is a consultant specializing in nonprofit board development management, support,

[00:01:22.34] spk_5:
leadership, transition and executive coaching for nonprofit managers. He has over 30 years experience in nonprofit board and managerial leadership.

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Michael’s at board coach

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dot com.

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Brian Saber is a co founder of asking matters

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and one of the fields preeminent experts on the art and science of asking for charitable gifts face to face. He’s been working with boards for more than

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35 years

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to help unlock their fundraising potential

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brian’s company is at asking

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matters dot com and he’s

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at brian Saber together. Michael and bryan co authored the book engaged boards will fundraise

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how good governance inspires them.

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Their book

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brings both of them and back to nonprofit radio

[00:02:12.24] spk_2:
Michael and brian welcome back to

[00:02:15.54] spk_0:
the show what a pleasure great to be back very.

[00:02:17.85] spk_1:
Happy to be here

[00:02:18.61] spk_0:
Glad to have you.

[00:02:21.84] spk_2:
Yes, congratulations on the book. Thank

[00:02:22.12] spk_0:
you,

[00:02:27.44] spk_2:
Michael, your book title is emphatic. There’s no hedging no qualifications.

[00:02:31.34] spk_0:
Absolutely. How can you be

[00:02:32.40] spk_5:
so sure engaged boards will

[00:03:44.94] spk_0:
fundraise? Well, it’s a it’s a great, great question, tony and it really is the answer to that is in the title if if you’ve got a board that really does care about what the mission and the vision is of the organization, that’s why they’re there. If they have that personal motivation to be involved in your organization and to care about the impact that you’re having in the, in the world and are engaged in the ownership of that impact, in managing it. They care enough to do this. What are our whole premises? We can teach board members how to fundraise, brian has been doing that forever. Our job is to figure out how do we make board members want to fundraise and making them want to fundraise is engaging them, engaging them with their fellow board members, connecting them with their fellow board members and deeply connecting them with the vision and the passion that brought them to your board in the first place. That’s the simple, really the simple answer for this. If they’re engaged, they’re gonna want to, they’re gonna want to make this organization happen, which includes raising the money for it

[00:04:00.24] spk_2:
and much of the book is getting that engagement doing it properly. We go from details like the board meeting, which we’re gonna talk about two to broader engagement. You want

[00:04:10.41] spk_0:
Yes. In fact, you say

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fundraising must be

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fully integrated

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with the active engagement

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of the board

[00:04:18.72] spk_2:
in its, uh, fiduciary and leadership roles.

[00:04:22.78] spk_0:
Right

[00:04:34.24] spk_2:
flush that out for us a little bit. Uh, you know, we got plenty of time together. You don’t have to, you don’t have to pack it all into one answer. But why are we starting to get into their fiduciary in leadership roles? And, and there that relationship with fundraising?

[00:05:18.84] spk_1:
Well, let’s look at the budget for example, and often a budget is presented to the board. The staff puts together a budget and if it seems like it adds up the board approves it often it’s maybe just slightly incremental from the last one. Not a lot of explanation, sometimes a lot of detail without higher level explanation. And so the board is basically just, I hate to say rubber stamping it and that, that’s just that’s very passive if the board is involved in developing the budget and has really given a sense of what can be accomplished with a larger budget

[00:05:29.04] spk_0:
and get to choose

[00:06:34.24] spk_1:
and say yes, we’d like to do more. And we understand our role in that, that we can’t just tell the staff to raise more here is where the money comes from, here is our role. This is how we develop larger donors. It does take the board unless where university with a big major gift staff were it for most organizations. The board is the major gift staff. We get that we want our organization to do more. We’re going to agree to this budget, knowing all of that, then they’re in it together. Everyone around the table is a knowing, a willing participant very different. And we don’t see a lot of that happening. And yes, it’s hard on, especially smaller organizations to get all of this done. But it’s critical. It’s critical not to shortchange the process. If we short change the process, we can’t expect the board too enthusiastically go out and fundraise. This reminds me

[00:06:34.96] spk_2:
of that

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old conventional

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wisdom, you know, ask for if you want money asked for an opinion, your, if you want to, if you want an opinion, ask for money, you’re, you’re, you’re saying you’re getting the board’s opinion, you’re calling an engagement. But it’s bringing in the board’s opinions about what the organization should be doing. What should be paring back where it should be heading. Is that, is that, is that essentially what you’re doing is getting bored getting bored opinions

[00:08:57.24] spk_0:
an ownership because it’s not just their opinion on the budget. They put their opinion into this budget, They work with staff on developing it. But at the end of the day they raise their hand and they say, I approve this budget with these particular fundraising goals included. It. I agree to this. They make that decision. You know, one of the things that’s interesting in connection with this, this puts a lot more work on staff. They got to spend more time on the budget. And very often stand said, oh my God, leave the board, we’ll do the budget. Don’t bother them, it’s going to take too much time to explain all of this to them. They may disagree with us on our priorities, they may think other things are important. I don’t want to get involved in that. Let’s just give them a budget a quick five minute vote and done right. So it requires staff executive director to say, you know, if you want a board that’s going to fundraise, you’ve got to spend the time listening to them explaining to them engaging with them and they may come out somewhat differently than you do. You’ve got to live with that. You got to live with that. It’s not your organization, it’s your joint organization. That’s, you know, that’s a lot of work. So, you know what we’re saying may sound simple, you know, has for advice. You get money. But the reality is, there’s a commitment involved, Both on the part of board members and on the part of staff to make this, you know, staff comes to us all the time, but Brian and I’m here this 10 times a day. My board won’t fundraise. Oh, well, what are you doing to get them to do that right, just another

[00:09:00.48] spk_1:
piece of it, which we’ll get to it, having them do the right fundraising. So that’s the other half of the equation, which cover because it is a double edged sword there. Okay.

[00:09:10.54] spk_0:
Uh,

[00:09:20.04] spk_2:
Michael, can we at points then push back when, when it comes time for, for board commitments around fundraising and say, you know, you all agreed to the, to this budget, You took ownership of the budget, You held your hands up and voted well, now it’s time to fund what you all agreed to. Can you, can you sort of give it back to them that way?

[00:09:39.24] spk_0:
Absolute. And it requires one on 1 work with each board member. And for me, that’s the role of the Resource Development Committee. So let’s talk about it. We’ll get to brian’s magic number of, you know, what are you going to do? Well, And uh, yeah,

[00:09:52.62] spk_2:
well, before we get to the fundraising part, I want to, I want to spend time on the engagement part.

[00:09:56.85] spk_0:
Sure.

[00:10:08.64] spk_2:
Let’s not go anarchy economy. I wanna, I wanna, I wanna, I wanna get this. You talk about a, a culture that creates full engagement. Uh, who’s best for uh, I don’t know who to call on a Socratic method from law school, I don’t know. Uh, but I don’t want to go like ping pong either brian Michael, brian, Michael, death too monotonous. So, you know, who’s, who’s best for talking about creating this culture of engagement at, on

[00:10:26.55] spk_1:
the board. We love

[00:12:29.04] spk_0:
Michael. okay for me, you know, this came out of it, I did a workshop with a number of consultants on helping them learn how to do what I do. And one of the consultants brilliant actually, we’ve got a quote from her and Catherine devoid. Catherine said, you know what you’re talking about, Michael is a board culture and peter Drucker, the management bureau says, you know, culture eats strategy for breakfast. What we want to do when I talk about a culture is a culture is a team for me aboard, culture is a team. We see ourselves as a team. We understand we know each other, we’ve spent time with each other and we jointly want to do something. We jointly believe in this in this mission. Okay. And we encourage and support one another. So the culture at base has a system where board members know each other and work together on various kinds of things. Then you have the motivation and then board members can encourage and hold one another accountable for what they’re doing. So the culture starts with making sure that board members know one another personally personally know who they are, who they are and from that you can begin to build a sense of a team, we’re in this together, we’re not separate. It’s a very, it’s a very different notion of what the board is. You know, you and I tony were lawyers, right? So we start okay, this is the fiduciary responsibility. This is the board. This is what they’re supposed to do brian and I are asking the question, yes, we know what they’re supposed to do. How do we make them want to do it? And part of it is the mission, but part of it is their sense of responsibility to each other. Think about a sports team, right? What makes a good sports team? Not a collection of stars, Right? It’s a collection of individuals who don’t want to let one another down. I want to do my best because I’m with you were doing this together. You get the matter

[00:12:45.94] spk_2:
used to the metaphor, Michael of the rowing because you’re a rower and you had the coach boat and rowers have to be working in unison,

[00:13:48.34] spk_0:
right in unison. And there’s a great quote which I use in the book from the boys in the boat, in which the coach tells this roller, right? You know, you’re a good rower. Let me tell you what you need to do to be a great rower to be a great rower, you need to trust every other guy in the boat when you trust everybody else. You will be great. That’s interesting notion, right? Because I know if I know Tony, I know you’re pulling as hard as you can, I’m gonna pull as hard as I can. If I’m not so sure about you, Why do I kill myself. Right? But I know you tony You’re gonna pull with everything you got. And so I’m gonna pull with everything I got. It’s a very simple kind of notion, but to us it’s very, very important. It’s creating the board as a group, not as a collection of separate individuals as a team and they hold one another accountable and they don’t want to let one another down. It’s the experience we’ve all had brian. How do we start

[00:13:49.60] spk_2:
building this trust among board members?

[00:13:59.14] spk_1:
Friend? Well, first we look at the time we, they spend together and how we’re using it. So I always say to people, it’s amazing the percentage of a board members time that is spent in board meetings and the percentage of the board meeting time that is not spent well.

[00:14:15.34] spk_0:
So

[00:16:10.84] spk_1:
if you’re going to have a two hour meeting every other month, that’s 12 hours and, and maybe they’re in a committee meeting once every two months or once every month or something. But almost all the time is spent together in these meetings. And the meetings have so much, uh, reporting, there’s so much happening there, that doesn’t have to happen. Uh, and, and, and so the meetings don’t allow for this team building where, where the board members are grappling with the big issues and wrestling with the future of the organization, uh, how the organization is presented where it fits in a big, important issues and they should be wrestling with those because they’re the board and they have the responsibility for moving this organization ahead, keeping it safe, making sure it’s doing the right thing. And uh, so many board meetings have very little discussion of program presentation of program reporting back from board members of what they’ve seen in the program. And lots of board members rarely even see the program in action. So the board meetings are very report central centric. No one wants to give up their their chairman’s report, their executive directors report this report, that report. And we try to move people towards these consent agendas where all the reports go out in advance are simply approved and you have to read them. You have to read them in advance because you can’t just come to the meeting and expect to have a conversation about them even. And even the action steps should be discussed. You

[00:16:18.84] spk_2:
even suggest in the book that questions about what’s in the consent agenda have to be submitted in advance of the meeting. You can’t come to the meeting with your questions about the previous the previous minutes or or everything or the reports that are in the consent agenda. You got to submit your questions in advance. So we know you’ve read them.

[00:16:30.54] spk_5:
It’s time for a

[00:16:37.44] spk_3:
break turn to communications. You want relationships with journalists than hire former journalists

[00:16:39.92] spk_0:
who know how

[00:17:10.14] spk_3:
to build those relationships, including one of them. One of the partners worked as an editor at the Chronicle of philanthropy. But both partners, our former journalists. So they know how to build those relationships. They know when it’s the right time to contact journalists. They know how deadlines work and they can coach you on talking to the journalists once they get you those relationships. So you want the relationships higher folks who used to

[00:17:11.64] spk_5:
do that work,

[00:17:44.54] spk_3:
turn to communications, they’ll get you set up. They have existing relationships that can help you build new relationships with journalists. And where are those existing ones? You’ve heard me regale you with the the litany of media outlets were turned to has relationships. So figure turned to communications, talk to them, turn hyphen two dot c o Your story is their mission

[00:17:48.64] spk_5:
now back to

[00:17:49.72] spk_3:
engaged boards

[00:17:51.11] spk_5:
will fundraise

[00:17:53.94] spk_2:
how many of us has been in board meetings where people, you can see, you see, you see people for the first time, they get there 10 minutes early and they’re poring over their board notebook and you’re just sure that that’s the first time they cracked it open 10 minutes before the meeting. And what’s really, they’re wasting

[00:18:10.46] spk_5:
their time at that point.

[00:18:38.54] spk_1:
And then you get one or two board members who hijack a meeting with questions and they shouldn’t be allowed to, no one gets to hijack a meeting. And if you have this, this structure in place, which is much more about discussion and moving the organization forward, building the team and such, Then there isn’t that time for the small questions. I mean I get driven crazy when budgets are presented and someone goes to one small line item and ask the question. It’s so bad. In many ways. We’re trying to move people away from

[00:19:58.44] spk_0:
that tony There’s another side to this and that’s the role of the executive director in this. Because what we’re urging is that there’ll be substantive questions, for example, on such and such a program. What is the impact of that program and how do we measure that impact? Right. That’s an important engaged, more discussion. Executive directors many say, wait, wait, wait, wait. I don’t want them getting into program. That’s my job. If they start talking about programs, it means they’re trying to manage how I do my my implementation work. Right? And we say we want we want boys to be faced with the real issues, as we say in the book, the good, the bad and the ugly well, executive directors don’t like to do that. They just want to give the board good news put out their report and go home and hope that they don’t bother them. So this partnership takes too right. You’ve got to have an executive director who is willing to engage with the board in these substantive discussions about the future of the organization about the problems that the organization is having about its challenges, not just a good news. So it takes it’s two sided. You can’t do this.

[00:19:59.87] spk_2:
What is the appropriate role for a board member? Board members

[00:22:15.14] spk_0:
around program Michael, for me it’s about impact, it’s not about how you do your program, it’s about what your program is designed to accomplish. And how do you measure what’s the vision, what are you trying to do? How do you measure that impact? I’ve got, you know, I’m on the selection committee for the Awards of Excellence and nonprofit management and one of the things that would look at his program impact. Let me give you one of my favorite examples and that’s the board involved in impact. Right? Um you know, I’m a rower. So this is it’s a rolling story. Okay, so wonderful organization, new york city koro new york no new york works with local high school kids, makes them into competitive rowers, which is really good for their college applications, works with them on college prep stuff and stuff. They were off the wall about the results of their program, 98% of their kids were getting into college. Fantastic. Right. Fantastic. Well. But they had also been collecting data on their kids and one of the things that they saw in their data is that their kids were not doing so great in college. And so the executive director and the board started to look at this data and said, you know, we’re focusing on the wrong end point. Our endpoint should not be college acceptance. Our endpoint, our impact point should be college graduation. So now what do we have to do programmatically to reach that? And we have to put resources, the different kinds of programs and the program to keep track of the kids once they’re in school, bring them back so on and so forth. But it was the board and the executive director looking at the data and looking at the question, what is our goal? What is the impact we’re trying to make? And by doing that, they jointly changed where they were directing resources, some of the staff that they were doing and stuff like that. So that’s an example for me of the board being involved in program, but at the right level at the level of impact and the level of data, not how do you teach? And that’s what executive directors tend to be afraid of. Once they start talking about program then they’re going to start talking about how do I teach you, How do I run my classroom and so on and so forth. And then to the board job

[00:22:26.84] spk_2:
brian, let’s talk a little more about nuts and bolts of

[00:22:29.27] spk_5:
meetings.

[00:22:57.44] spk_2:
If if this is the primary time that the board is spending together, whether it’s committee meetings or or full board meetings. Uh in fact, I’m imagining you two would advocate for social time for the board as well. But so we can, you know, we’ll get to the social part, let’s let’s talk more about some nuts and bolts meetings were trying to build a team, we’re trying to build trust. We want to focus on the right things. What, what more advice they have around meeting structure.

[00:24:32.74] spk_1:
Well, first of all, the agenda needs to be developed jointly by the executive director and board leadership. Sometimes that’s just the chair, sometimes that’s the entire executive committee and it needs to be developed in advance and everyone needs to know their role and be prepared, not just wing it. Uh, so that’s, that’s the first piece. I often hear boards talking about one hour meetings. Now this idea of making meetings very efficient and it reminds me of this issue with government and people want small government. It’s really better government that you want, right? You don’t want to waste the time. It’s not that you’ve got to make it smaller, but it needs to work. Right? And I think an hour is not enough time. I think an hour and a half to two hours gives you uh, the flexibility to dig into a topic. Uh, you have to have some sort of program presentation every time there’s, there’s no substitute for that. The more we connect board members program and give them an opportunity to ask questions about it to learn about it, the stronger their connection will be. So there needs to be programmed presentation, Michael and I prefer that board members are out there, uh, seeing program and are bringing back their own recollections and sharing those with the board. Uh so those those are important. Uh

[00:24:34.34] spk_0:
the

[00:24:55.54] spk_1:
uh we should not have a long executive directors report. We should be asking the executive director just as we ask all the committee chairs to submit their reports in advance. Uh The chair’s report should be very short at the very beginning, very high level, Michael, would you add to that?

[00:25:17.34] spk_0:
Yes, I didn’t do exactly. One is I love to time my agendas. I lay out, you know, we we lay out what’s gonna be and then I put five minutes, 15 minutes, whatever it is and that does a couple of things. No one, it focused the board, it makes us think about where we want big discussion and where we don’t want big discussion. And it also gives the chair of the power to cut things off. So if someone’s going off on a on a rabbit out, you know, at the minute, I know we’ve only got five minutes for this, we have to end discussion now because otherwise they’re not going to get to the I think so, timing the agenda is a big deal. You know, Michael, I’ve

[00:25:41.58] spk_2:
even seen where a board and I’ve seen this in other meetings as

[00:25:45.58] spk_5:
well outside the board

[00:25:46.67] spk_2:
setting, where

[00:25:47.80] spk_5:
there’s a timekeeper

[00:26:09.34] spk_2:
appointed so that the chair can keep the conversation flowing and relevant. And the timekeeper is the one who says, we only have three minutes left for this topic. you know, like mr mr and mrs board chair, there are only three minutes left on this topic, you know, it’s up to you to decide what you want to do, but I’m the timekeeper and I’m letting you know there’s only three minutes left, just another another

[00:27:34.74] spk_0:
enforcer. And it’s an interesting notion, I actually kind of like it he goes back to as you know, I spent a good part of my legal career as a prosecutor, you know, and the notion of good cop, bad cop, right? So so the board chairs the good cop or oh no, I’m not controlling this, right? Someone else is telling us we have to stop, I’d love to let you talk forever, right? Yeah, good. You know, so it’s a good thing. The other thing too is there’s a framework for board discussions which rob Acton is used in his uh in his writings and he’s you know, and he says there are three kinds of questions that boards need to be looking at generative strategic and fiduciary, Okay, generative is where are we going? Why are we doing this? What’s on purpose? Right. Strategic is how do we do it? And fiduciary other details. And you know, part of what happens is so much of board meetings tend to be taken up with fiduciary matters and not enough time on generative and strategic matters. So again, as the as the leadership team is thinking about the agenda, they should be asking, you know, are there questions of that nature, generative and strategic that we need to be thinking about, you know, so it’s the paradigm. Yeah, brian’s got his

[00:28:25.44] spk_1:
hand out and I want to add to that, that when we talk about developing these board meetings, a lot of boards meet, if not every month every other month. And I’ve always felt the more often you meet and it’s not something we talked talked about in the book, but it’s something Michael and I have talked about, the more often you meet, the the more likely it is you’re going to get into more details because less has happened in the two months you get out of the meeting. Everyone has one committee meeting perhaps than your back. And, and I don’t think boards have to meet as a board every two months. I think if they meet quarterly as a board, there’s it’s easier to see the big picture. It gives more time for committee work in between and and that alone could help lessen the focus on the new sha

[00:28:34.84] spk_0:
it’s an interesting question. Um I I go both ways, depending upon the organization and and the size of the board. But one of the things that’s interesting about another question about board meetings is how do we use board meetings to connect board members with one another?

[00:28:49.84] spk_2:
It was going to get to this. I wanted to get to the social side

[00:30:31.44] spk_0:
of this. Great. okay, okay. Yeah. So how do we, well, it’s very it’s really interesting because I think, and I’ve been thinking about this a lot as we emerge from covid, hopefully emerge from covid. Right? And, you know, very often would say, okay, you know, what we’ll do is we’ll have a cocktail party before the board meeting, have some wine and cheese, maybe after the board. Me, it’s interesting, but it’s surprise problematic because what’s likely to happen, what’s likely to happen is that board members will talk to people that they know people that they usually talk to write and they’re going to talk with them about the things that they usually talk about, right, your your your golf game, your your your your your other involvements, whatever things that they have in common they talk about. And what I’ve been trying to think about it, we mentioned in the book is how do we create, how do we structure the interpersonal connection so that it’s deeper. Um, I just did this yesterday. So whatever the most recent thing in my mind always helps. Right? So I retreated, I facilitated a board retreat yesterday, which actually was in person. Um, and but what we did was before the, before the meeting, and this can be done, we assigned pairs of board members. Everybody was in a pair of two and they had an assignment, what they had to do was to interview the other person, find out about them, what they like, what they do, what their passions are, what they care about, what they read, what kind of music they’re kids. They’re this they’re that find out about who they are as a person, and then each one had to then introduce the other at the board meeting. Okay, so this is something to take some time and you can’t do it all the time. But it’s a very interesting way. And I asked him, I said, what was this like you said, this was great. These are really interesting people. I want to work with these people.

[00:30:50.34] spk_2:
There’s no going back to your team. Team building.

[00:31:05.74] spk_0:
Team, yep. So if if we’re if we’re going to try to create opportunity social opportunities, we need to think about what’s the best way to do that to achieve our goals. I’m skeptical.

[00:31:06.89] spk_2:
I’m a little concerned about wine before the

[00:31:09.34] spk_0:
meeting. I get a little too uh a

[00:31:14.07] spk_2:
little too loose lipped maybe. But but I love the idea of introducing someone you don’t know, get you to talk to somebody that’s outside your comfort zone, but ought not be because their fellow board

[00:31:27.74] spk_0:
member. Yeah,

[00:31:53.14] spk_1:
I had a program at one organization where I was uh, where we, we had board members go out after the meeting together and we assigned the groups so that we had a good mix and people would, would meet each other and and they were, the goal was for them to do that twice a year. Uh It’s all about time. Right? But we thought that was important time to spend so that they’d at least go out to dinner with half the board. Some of it depends on the size of your board and what you can accomplish, right? But we didn’t want groups of more than six because we wanted people to be able to talk with each other. So what we might send two groups of six out in different directions.

[00:33:04.64] spk_0:
Yeah. You know, and it’s interesting. I’ve seen people do very simple things at the beginning of a board meeting uh consultant I worked with, she always starts out every board meeting with a question. So tell me about the kind of music you like. Right, two seconds. Tell me about the most interesting book you’ve read recently and why? It was interesting to you. Right? I mean, two seconds we can do that at a board meeting. It loosens everybody up. It enables people who are introverts to have to say something to get out there and talk. It puts a limit for the extroverts on how much they can talk, Right? But it’s a, you know, so you can do devices like this, recognize it because it’s important, it’s important to recognize the importance of the board culture that unless we have that sense of connection between people, none of this stuff is going to work.

[00:33:11.14] spk_2:
Okay. And now let’s bring it to the, to the book title,

[00:33:13.90] spk_0:
Okay, Will Will fundraise,

[00:33:16.58] spk_2:
shall shall engage board shall fundraise.

[00:33:19.58] spk_0:
How is No, no, no, no. We didn’t use the word shall know. I, I added shall because that’s probably that’s perspective. Okay. Prescriptive, prescriptive, I know,

[00:33:41.74] spk_2:
yes, contract, contract you shall versus well, um, no, the book title is engaged. Boards will fundraise. So how does having better board meetings and board members knowing each other better through these simple social devices? Social methods

[00:33:49.74] spk_5:
improve our fundraising?

[00:36:09.83] spk_1:
Right. Well, as Michael has talked about a fair amount, it creates a team and a sense of joint responsibility. You think that it exists just because they have all joined this same organization, but you can’t just accept that in fact you have to work on it. So, by building this team, this camaraderie by by helping people understand each other. Uh, there is a shared sense of of, of responsibility. Second, by really engaging the board in these discussions and having the board understand the organization at a more nuanced and important level. It is easier for them to talk about the organization to feel comfortable doing it to represent it properly and to do it passionately, which is key to fundraising right? Being an ambassador for the organization. So many board members, uh, say I I don’t know enough about the organization to go out and talk about it. I’m afraid I’m going to say the wrong thing. I don’t know the organization like the executive director does. And one of the steps here is to get board members more comfortable as ambassadors talking about it. Uh, and it’s funny because I always say to board members, you don’t need to know all the details. You don’t have to know every little thing and all the numbers and such. You just have to be passionate and authentic to tell a good story and get people excited about the organization. And it incense goes hand in hand with the board meetings, Right? And if we’re concentrating on Mnuchin the board meetings, then the board members think they need to know the menu. Sha if we stay out of the Mnuchin the board meetings, then the board members can feel okay, this bigger picture is what’s important. So, so we build a sense of responsibility and we build, uh, more of a comfort in talking about the organization. We also build an understanding of why the funds are needed and what they will do, right? It’s not just, we need money. Uh, will you give me money? I love this charity, but this is the impact we’re going to have. They can talk about that. So, okay, so that gives them a basis for going on fundraising

[00:36:48.23] spk_2:
and that’s sort of a perfect transition to getting now to the discussion of engaging the board in the right kind of funding in fundraising. So, you know, listen, you just get, you got to get the book to, to learn more about how to engage your board. Um, they talk about the different duties of care and loyalty and obedience that board members have an, uh, governance. There’s, there’s good talk about governance uh, that you know, belonging in in one place and management, belonging by the other management, by staff, governance by the word. You gotta, you gotta be the book to get more of that detail about engaging.

[00:36:50.13] spk_5:
It’s time for Tony Take two.

[00:37:02.03] spk_3:
Oh, can I tell you how much I love sending podcast pleasantries. Thank you. I’m just grateful that you are a

[00:37:02.21] spk_5:
supporter of the show

[00:37:03.67] spk_3:
listening, whether you sample or you

[00:37:08.63] spk_5:
subscribe however you do it. listen all at once to 12 shows or you are the first one

[00:38:03.82] spk_3:
after the shows get published each monday. The first one clicking Thank you pleasantries to you are over 13,000 podcast listeners in aggregate, but you, you’re the person I’m talking to, I’m talking to you right now. I’m thanking. I thank you and I’m thanking you. That’s passive, isn’t it? I’m thanking you. I thank you. I know that’s active. Thank you. Thank you for listening. I’m glad you’re with us. Glad you’re supporting the show. I’m glad the show brings you value. Otherwise you wouldn’t be hearing me hearing me right now. You want to shut me off years ago. So thanks, thanks for being with me. Thanks for being with nonprofit radio That is Tony’s take two. We’ve got boo koo, but loads more

[00:38:06.37] spk_5:
time for

[00:38:07.82] spk_3:
engaged boards will

[00:38:10.41] spk_5:
fundraise.

[00:38:15.32] spk_2:
So now let’s talk about engaging the boards, you know, specifically in fundraising. Um, you two

[00:38:18.11] spk_5:
have

[00:38:19.12] spk_2:
was, I think six different six things, you know, like make the case identify the resistance. Is that the best way to talk through the engaging the boarding fundraising? Or is there a better

[00:41:15.91] spk_0:
way for me? There’s another way to start it. And that is what brian has been talking about right now is giving the board members the basic tools, Right? Thank you. They know how to tell a story or they’ve got a story to tell them. But one of the things that we look at is the fact that there is discomfort resistance about fundraising. It is not something we do in our normal lives, right? We, we do our jobs, we’re professionals, we don’t go out trying to engage other people in the things that we’re engaged in. Right? So they need help doing that. It’s part of the team. Thing is they want to feel, I want them to feel responsible to one another. But in addition, there has to be some guidance from either from fellow board members are from staff into how to do this. So board member says, okay, I, I know I know these, I know these people, you know, I’m comfortable with and I’m willing to talk about it. I’m a little, I’m uncomfortable asking them for something. They were gonna tell me, no, it’s gonna harm the relationship and stuff like that. So time needs to be spent. Either one on one with board members and within a member of the resource development Committee or is there a member to go through? Okay. Let’s figure out how you do this one with respect to the resistance that you have about it. How do you overcome that resistance? You know, what do you do? So, for example, one of the techniques I told board members is you never want the first conversation you have with somebody about your organization to be a conversation we’re asking for money. That’s the kiss of death. So what you’ve got to get to do is OK, here’s what you got to do over the next few weeks. You are you gonna talk to any friends? Yes, I’m gonna talk to some women. Okay. Here’s what I want you to do in those conversations. Find something that they’re interested in. That allows you to bring up your experience with this organization. You’re not asking for money. You’re not ask them to do anything. You’re just bringing this organization into the conversation. That’s your job. Okay. Now, after you do this, let’s come back and talk about it and tell us what your experience is. Now you can do this with the entire board, right? We’re at a board meeting. Okay, Everybody next week or between now and the next board meeting has to have one of these conversations with a friend come back and report at the next board meeting. Let’s see what we learned? What was difficult? What worked did they ask you questions? What would be the next steps? So they’ve got to both feel responsible for one another. But it also at the same time gets support from one another for doing this incrementally, because this is new to all of us. It’s new because you have

[00:41:31.41] spk_2:
an exercise in the book seemed ideal for a board meeting where you uh, you ask for board members to list their objections to fundraising and then list there a personal experience of either having asked or being asked in the past. And the two don’t do don’t align like the reality cancels out the objections exactly whose idea is that. Is that yours, Michael?

[00:43:10.90] spk_0:
Or that’s that’s me. Yeah, it’s a very simple exercise. You know, I I like to draw upon personal personal experience. I believe that board members got the answers to all these things I’m concerned about. They just haven’t talked about it. My job is to get them to talk about it. So, yeah, they’re going to tell me about I don’t want to fundraise. That’s going to be, this is gonna be that they’re going to hate me, bah bah bah bah bah fine. Okay. Now, let’s talk about what actually happened in your life? Have you ever given money to anybody? Why? What was there about that circumstance that made you comfortable and want to do that? So we take their experience and bring it back work. I just, I’m gonna intercept here and you can cut this out if you want. One of my later readings is I’ve gone back to the Socratic dialogues, Plato’s writings about Socrates because what Socrates believed was that everybody had the answers to all these important questions in their head and his job was just the program and ask the questions to get it out. And I believe, I believe this about boards. Our job is to use their experience, not tell them what they’re doing wrong. Take what they’ve done and learn from it and help them learn from it simple.

[00:43:13.70] spk_2:
You’re right. That that’s worthless. I’m gonna cut that

[00:43:15.63] spk_0:
out. Yeah.

[00:43:19.08] spk_2:
Right.

[00:43:19.58] spk_0:
But yeah. So

[00:44:21.99] spk_1:
you adding to what Michael said, one of the, one of the kickers here is board members having to ask all their friends only to be asked to give gifts in return to the other organizations that you know with pro quo. And I’ve been talking about this for a decade ad nauseam because it is horrible short term transactional fundraising. All transactional. And it’s gotten really bad in our field to our detriment. And everyone gets sort of, uh, the organizations get stuck on this. It’s like, uh, like cocaine, right? And, and, and and can’t move away from it. Well, we need the $50,000. The board raises and like, Okay, well your board is going to hate doing this type of fundraising, they’re not going to be inspired when they leave, all those gifts are going to leave with them and so forth. So you’ve got a short term gain, you’re getting some money in the door. But everything else is wrong. We don’t, I always had people good point

[00:44:25.11] spk_2:
about just the last one you said, I want to just amplify when the board members leave. Those kids are going with them. When I just, I just wanted to amplify that.

[00:44:33.85] spk_1:
When I say that to boards, a light bulb goes off, I say,

[00:44:38.03] spk_0:
I’m not,

[00:45:35.39] spk_1:
if I’m on the board and I leave the board, I’m not going to keep asking just if I could give gifts to all my friends. And what what happens when you have me as a board member, uh, do this is I end up giving money away to organizations I don’t care about just to be nice. And whereas it would be better if I gave all that money into my organization that I love and tell people you give it where you love where you, where you’re excited because then I’ve made a bigger investment in my own organization, have a bigger stake, more of an investor. And if I think I first wrote about this 10 years ago that if I had one wish in the nonprofit world, it would be to stop the quid pro quo fundraising today because it’s a Sisyphean task. It’s just not getting anyone anywhere. It’s keeping them from anything strategic and it and it is burning out the board members. And when board members come to the board often they’re on their first board. They assume that this is the type of fundraising we’re going to ask them to do, which is why they have such resistance.

[00:45:46.89] spk_0:
What do you

[00:45:47.39] spk_2:
want to see in in its place?

[00:48:49.57] spk_1:
What I want to see is the board members to serve as ambassadors and what I call many major gift officers. So let’s look, people look at the big shots, they look at the hospitals in the universities and these massive organizations Because they raise so much money and they’re very visible and they all have what we call major gift staffs. They have a staff whose sole responsibility is to take 150 200 prospects donors and cultivate and solicit them and steward them along. Right. And and those staff For year after year have these people have this portfolio if we want to call it that. And that’s great. But most organizations have a budget under $1 million. Most organizations are lucky if they have one development officer who’s doing everything. Special events, direct mail, grant writing, crowdfunding You name it and maybe has 5% of their time to actually go out and talk to significant individual donors. So what I want rather than this transactional fundraising is for every board member To be a mini major gift officer with four prospects slash donors on their radar screen who they stick with and those may or may not be their own contacts. Many organizations have people who need more attention than they’re getting and they don’t get it because the executive director and our director of development don’t have the time. I’d sooner see the board members taking donors out to coffee calling them and thanking them for gifts, attending cultivation events with them and asking them what they think than being worried about soliciting the gift. I’m much less concerned about board members asking for a gift. They don’t have to ask for a gift as a matter of fact and I only was thinking of this this past week. Major gift officers don’t always ask for the gift. So I was a major gift officer from my alma mater. I was in charge of solicitations in the midwest big gifts. And you know, there were times I asked many and there were times when someone else asked the president, the senior vice president, a volunteer. This idea that just because you’re cultivating and Stewart and someone means you are the Askar, it actually doesn’t even add up with professionals. So I want the board concentrated on this other work, which most of them are willing to do. Oh, I’ll happily call for people and thank them for their gifts. So I’d be happy to take people out and thank them and get to know them better. Ask them if they’ll come with me or send them a personalized update. And this is incredibly important work. If we’re going to build relationships. And the other point I put out, the three of us know the numbers that most, Most of the money, most of the charitable gifts come from individuals, 85, everything. Yeah.

[00:48:56.82] spk_2:
When you had requests, it’s like 88 or so, but it had requested 77 or something like

[00:49:39.47] spk_1:
that. The largest gifts come from people, we know if you look at your own given right and where them and individuals are really loyal. I ask people all the time on boards. This is part of breaking down that resistance. What’s the longest number of consecutive years you’ve contributed to an organization Now for many, it’s our alma mater, right? So I graduated in 84. I’ve been giving to them for 37 years and I’ll give them till I die. And many people do. That could be your church. We give for decades. So we don’t, it’s not about the short term win. It’s about what I call an annuity of gifts over what could be decades. If you bring someone in them, they get excited most of our organizations or institutions that are going going to be doing our work forever. Some are meant to put themselves out of business and resolve some problems. But most nonprofits will be here for 100 200 years assuming the planet is and helping people with medical needs, helping seniors, helping kids get educated, whatever it is, building community and we want people to have a state for a long time. So let’s have board members helped build that state with these individuals

[00:50:38.96] spk_2:
and that that also relieves board members of the, the fear and anxiety of having to be the solicitor. You know, some board members will step up to that. Uh, some will with training but it’s not necessary. You’re saying board members can be building the relationships in all these different ways. May be hosting something in your home with four or 6 couples or something. All these different ways. You

[00:50:42.79] spk_5:
mentioned the thank you,

[00:50:43.66] spk_2:
notes the acting as the ambassador all these ways and then maybe you’re cultivating them for someone else to do

[00:50:50.59] spk_5:
the solicitation.

[00:50:54.56] spk_2:
Maybe maybe the board member is involved in it or maybe not. You know, it doesn’t have to be

[00:51:18.26] spk_1:
right. It goes back to the good cop bad cop, the board members, the good cop and then brings the executive Director of director development and to ask for the gift that’s perfectly legit perfectly legit. I played that role many times as an executive Director Director of Development. Where I asked uh, yeah, where the board member cued it up. But I was the Oscar

[00:51:48.36] spk_2:
right and you’re collaborating in the relationship, the board members reporting back, letting the Ceo no, you know, this is, this is how it went with her baba. You know the ceo is asking, you know, do you feel like it’s maybe it’s the right time for me to ask or for us to ask or is it still too early? Or look, she expressed interest in this particular program. And you know, the board was just talking about expanding that, putting putting more resources to that. This could be a very timely topic for me to bring up at a meeting with her or or the three of us know you’re collaborating around the relationship strategizing about when the best time is to actually do the

[00:52:34.05] spk_0:
solicitation, right? And going back to board meetings for a second. One of the things you want to do with the board meeting is acknowledged. The people that have done this. You know, wow, let me, let me tell you, the executive director says, let me tell you that. You know brian and I brian introduced me to so and so and we had a meeting and you know, we walked away with a check for $5000. Thank you brian, do you do right, celebrate it builds it celebrate the winds and it builds it into the culture. You don’t want to be the only one who never gets thank you. Right.

[00:52:38.45] spk_2:
Let’s talk about the expectations, establishing

[00:52:42.07] spk_5:
expectations around

[00:52:44.45] spk_2:
giving and fundraising for board

[00:52:47.21] spk_1:
minimums. Yes, who wants

[00:52:49.37] spk_2:
to kick that off. Let’s spend a little time with that. Yeah brian

[00:55:36.44] spk_1:
can I? Because I’m, I have, I’m rabbit about this one actually to, um, I cannot stand minimums and given gats I give or gets Excuse me. I believe that everyone should do their best on both. Besides everyone should give a personally significant gift as an investor in this organization and do their best at fundraising. And uh, without going into great detail, what I see time and again, there’s a minimum gift ends up being a ceiling out of floor. You think everyone’s going, ok, everyone’s gonna give at least this. But most people then give that, it feels like dues. You set the, the amount low so that most people can reach it, you still have some who can’t. And, and it’s been proven again and again, that, uh, that minimum gifts do not generate the largest gifts, minimum gift requirements don’t help. And people say, well, how do board members know what to do? And I said, well from the very beginning, and we talk about a job prospectus in the job description, You tell prospective board members, here’s the range of gifts we have board members giving anywhere from $500 to $5000 depending on their capacity. We ask people to do something very significant given the who they are and what they can do generally right. We want everyone to feel that they’ve made a gift they thought about that’s important to them. Some people ask for one of the top three gifts you give anywhere, which is a very concrete way to put it in and, and works. So on the gift front, you give people guidelines. And here’s, here’s an interesting thing you actually asked board members for a gift. I’m amazed. We’ve never best fundraising, best practice fundraising. We ask our major gift donors for an exact amount, Tony would you consider a gift of $10,000, etc? And yet we let our board members just give whatever they want to give. Why would we do that? I really push asking every board member for a specific amount that, that, that is personally significant to them. Makes them think about what’s significant And on the get side, I really believe it should be the best of your ability because if we say you’ve got to give or get 5000 a board member with a lot of capacity can just give the whole thing and not do any work or swap gifts with friends. And yet and the board member with less capacity is left, um, doing the hard work and that doesn’t make for a team. Everyone needs to do the hard work together.

[00:56:58.63] spk_0:
There’s a couple of, I mean I’ve learned this from brian’s and that’s my, become my mantra, working with working with boards about personally significant gifts and there’s a couple of, there’s another consideration now, especially with, with our desire to diversify our boards, polls, we may be reaching into populations that don’t have access to resource, but they’re important in terms of perspectives that they bring to our deliberations. And so having this as the standard personally significant gift for everybody. It’s equal. We’re all equal. We’re all giving the best we can. Another part of that. And I really like what brian says about, you know, asking our board members, it’s a negotiation, right? It’s not a no, I I need $1000 from you. And that’s what you gotta do because you’re a board member. It’s what I, you know, let me, let me tell you what I give. Okay, Okay. And now here’s what I think might be reasonable for you. Let’s talk about it. Okay. Is it is that a reasonable gift for you? It’s not demanding its opening a conversation as, as the possibilities. So, you know, I mean, I’ve done some capital fundraising and very often we ended up in a negotiation. You know, I asked, I went in asking for a certain amount, which I thought that person could give or we thought that that person could give when I put that number on the table and kept my mouth shut for a few minutes. You know, so they came back and they said, well, you know, that’s a little, okay. Let’s talk about it then.

[00:57:20.23] spk_2:
Support. Support training. It could be training could be staff, support for the, for the board that the, that the, uh, the employees, the staff are, are obligated to give either their own or through a consultant. What kind of, what kind of board, what kind of support do we need to give our board members around fundraising?

[00:57:41.83] spk_0:
Yeah, there are two,

[01:00:39.01] spk_1:
two pieces here. The first gets back to something, Michael said a long time ago about staff and the need for staff support in terms of the board meetings and the board members being involved, board members will only help with the fundraising. To the extent they have staff support. They’re always gonna need staff guidance materials, someone to bounce ideas off of and, and such staff need to be managing this, reminding board members of, uh, their next action step with a certain donor, um, providing materials and so forth. So, staff have to keep the tracker, as I call it this, even if it’s an Excel spreadsheet with a list of everyone and who does what and, and, and, and constantly move the process forward. But probably the most important thing is training because as Michael noted, board members come with very little experience and a lot of trepidation and the more training they can get, the more comfortable, they will be the more comfortable and effective. I always ask when I do a training, how many of you have ever been asked for a gift, The way we’re talking about it. How many times has someone said, Michael would you consider sitting down with me so I can ask you for a special gift, our organization. The truth of the matter is with all the asking out there with all the fundraising in every form. Very few people end up in these conversations. It’s the big, big, big, big donors. Right? And, and so many board members have never been on the other side of the equation and really have no idea what one of these meetings about. They assume you just go in and you ask for money. You just say, you know, will you give this? They, there’s no way for them to know because they haven’t experienced it themselves. So we need to teach them what it is. Uh, and that it’s all about the relationship, which definitely takes some of the pressure off. It’s always about the relationship and it is never about the gift to me. That is the number one rule in fundraising and I will leave money on the table time and again. I just, I just coach someone an hour before this conversation who’s the head fund raiser for a program within the school because a donor um, offered up an amount before being asked for an amount and it’s a significant amount and a big step forward. And the question becomes, do I go back, do I negotiate? And some of this is happening by email and I said in knowing the stoner, I said, you take the wind, it’s about the relationship. This is much, this is big for you. There’s always next year, the year after and so forth. So teaching board members, it’s about the relationship, not the gift, whatever happens this year, that’s okay. We’re building the relationship helps them feel more comfortable because they think they’ve got to go in and come out with whatever you all were hoping for. You know, it’s a, it’s a, it’s uh, and we’re guilty of building this mindset. We as a culture.

[01:03:05.00] spk_0:
The other side of it is that there are some very, for me very simple things that boards can learn how to do to build a relationship. For example, one of one of the things I very often do with a board retreat, simple exercise or on fundraising, I told people, look, you’re now going to somebody, you’re sitting in somebody else’s fundraising dinner and there’s somebody sitting next to you. Okay, So you want to have a conversation with the person sitting next to you, get to know them. So here’s your job. You’ve got to ask that person questions about what they’re interested in their lives and so on and so forth. And you’re looking for some place in them that connects with your organization. Then when you find that place, then you can introduce your organization, but that’s your job and we, you know, we pair up and people around, you know, around the room, sit down and try to have these conversations and realize that they can, because these the way in which we want to build relationships is a technique and it’s something we need to practice and become comfortable with. You know, people are not used to really interestingly asking questions. We all tell people things about ourselves, but we don’t ask them questions about themselves. So I mean that’s one of the pieces of support, right? Doing those kinds of things, telling stories quick, you all went to visit a program, tell me something that happened in that program that you saw that really was important to you that inspired you. That made you think about the value of this organization. Tell me the story. Well, people don’t know how to tell stories. They have to learn how to tell stories. It’s it’s but it’s a very simple, you know, these are not complicated techniques, but it’s all part of becoming comfortable in what brian is talking about in this ambassador role, relationship building a relationship relationship. I love the relationship,

[01:03:13.80] spk_2:
not the gift. Like that, brian. All right, we’re gonna leave it, we’re gonna leave it there with the, with the support

[01:03:14.55] spk_5:
idea. You

[01:03:28.60] spk_2:
got to support your board members, Michael Davidson, consultant and coach. He’s at board coach dot com. Ryan saber asking matters, asking matters dot com And he’s at brian Saber, Michael brian thanks very much. Terrific.

[01:03:32.80] spk_0:
Thank you. It was a pleasure tony great questions. Thank you. My

[01:03:36.34] spk_2:
pleasure. I’m just, I’m just trying to keep things going. Look book and

[01:03:40.96] spk_0:
the book, the book, I’m it’s

[01:03:42.61] spk_2:
Michael and bryan, who cares about Michael, Bryant’s the book you want? The book is,

[01:03:46.72] spk_0:
the

[01:03:49.80] spk_2:
book is the book is engaged, boards will fundraise how good governance inspires them. It comes out this week, this week of october

[01:03:58.74] spk_0:
18th. Yes,

[01:04:00.34] spk_2:
it’s not a long book, but it is long on value as you can tell from this outstanding conversation, lots of value in the book

[01:04:08.69] spk_5:
next week.

[01:04:09.65] spk_3:
Deborah Kaplan pa

[01:04:13.29] spk_5:
loves new book. The time for

[01:04:14.99] spk_3:
endowment building is

[01:04:17.45] spk_0:
now

[01:04:19.49] spk_5:
also very emphatic,

[01:04:20.77] spk_3:
just like uh just

[01:04:22.23] spk_5:
like engaged boards will fundraise

[01:04:39.79] spk_2:
if you missed any part of this week’s show. I beseech you find it at tony-martignetti dot com. We’re sponsored by turn to communications pr and content for nonprofits. Your story is their mission turn hyphen two

[01:04:40.92] spk_5:
dot c o

[01:04:42.89] spk_2:
Our creative producer

[01:05:13.09] spk_4:
is Claire Amirov shows social media is by Susan Chavez. Mark Silverman is our web guy and this music is by scott stein, thank you for that information scotty You with me next week for nonprofit radio big non profit ideas for the other 95% go out and be great. Mhm

Nonprofit Radio for November 2, 2020: Boards And Asking Styles

My Guest:

Brian Saber: Boards And Asking Styles

Brian Saber returns with his new book, “Boards And Asking Styles.” Your board’s Rainmakers, Go-Getters, Kindred Spirits and Mission Controllers all need to work with each other, your CEO and your staff. Brian shepherds you through how to make that happen. He’s president of Asking Matters.

 

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

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.
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[00:02:12.84] spk_1:
Hello and welcome to tony-martignetti non profit radio. Big non profit ideas for the other 95%. I’m your aptly named host is non profit radio your favorite abdominal podcast? I certainly hope so. You know there are seven days in a head, Ahmad, Of course, that’s the noun form. I’m so proud of myself. When I discover a new word that I have to open with this on. I want to thank Miriam Webster for sending it to me that I can discover it and be so proud. Oh, I’m glad you’re with me. Id Bear the pain of leishmaniasis If you bit me with the idea that you missed today’s show boards and asking styles, Ryan Saber returns with his new book, That’s It. That’s the title boards and asking styles. Very straightforward. No fluff in the title reserved all the fluff for the book. We explore how the asking matters work that he pioneered will help strengthen your board responsive by turn to communications, PR and content for nonprofits, your story is their mission. Turn hyphen two dot c o and by dot drives, raise more money changed more lives. Tony dot m a slash dot for a free demo and a free month non tony steak to a November webinar. I’m very pleased to welcome Brian Saber back to non profit radio. He’s president of asking matters home to the asking styles which help people understand and embrace their unique strengths. As fundraisers, he’s spent his entire career asking for money for nonprofits. I’m gonna telethon, Caller. I made your gift officer and executive director and now as a consultant. His first book was asking Styles Revolutionize your fundraising. His latest book We’re Here to Talk About Today is boards and asking styles. A roadmap to success. Asking matters is that asking matters calm and he’s at Brian Saber. Brian. Welcome back to the show. Congratulations on the new book.

[00:02:21.54] spk_0:
Thank you, tony. Thanks for having me back. I’m glad to see that Cove. It has indulged your wit at all.

[00:02:28.16] spk_1:
Thank you for recognizing that I haven’t undoubtable wit. I’m, uh I’m floored by that s oh, what a way to launch. Tony is wit. Uh, it’s not dull. It’s definitely not dull. No,

[00:02:40.64] spk_0:
it is not. We can use all of it that we could get these days.

[00:03:24.74] spk_1:
Yeah, we could use even even my just barely a Ndlela wit. Thank you. Uh, no, you gotta have fun. It’s my show, you know, whatever the hell I want to do, I mean, I just, you know, we’re gonna We’re gonna learn. But if we’re not gonna have fun, I’m not gonna bother personally personal. So lets you Mm. Let’s start out with the asking styles. We gotta lay the groundwork for the for. The handful of listeners don’t know aren’t well acquainted with the asking styles. Let’s lay that framework for folks. Then we’ll see how it helps your board. What’s his asking styles thing? Great.

[00:04:30.64] spk_0:
So the asking styles were developed a decade ago. Now by my co founder, Andre kills dead and myself. We develop them because everywhere we looked in the field, we saw people who said I’m not a fundraiser. I’m not this. I’m not that in particular. We saw it with the boards. Most board members have come onto boards. Will say I’ll do anything but fundraise. I’m not a fundraiser. I hate fundraising. I can’t ask my friends for money and so forth. And we knew how critical boards were to fundraising and that the type of fundraising. We were talking about the more significant gifts that come from developing relationships one on one, that that fundraising was all based on personality and relationship. It was much more art than science, and we had to help people understand where they fit in it so they could be comfortable. So we went about figuring out what makes someone’s asking style. We felt two characteristics. How one interacts and how one thinks were most important, how one acts on the extrovert introvert spectrum, how one thinks on the analytic, intuitive spectrum, and based on that there would be four basic styles and that you fall into one quadrant or another, but with a little bit of another style that no one felt cleanly in one box. There were some people who were uber this or uber that so such analytic introverts, the type of people who sit behind a computer writing code all day and such intuitive extroverts that, you know, creative just floating all over the place. You could never pin him down with massive ideas, but that most of us were somewhere in between had a little bit of this and that and we wanted people understand that. So we created this rubric for the field for the field of non profit to help everyone feel more comfortable and understand how to fundraise more successfully. How to tell their story in their own way from their own strengths. Not to worry about an elevator pitch, not to worry about reciting lots of outcomes measurements if they want to speak from the heart and a different, passionate, visionary way not to worry about that piece of what really sold them was outcomes and goals and plans that they had to speak in the language that was authentic to them. And that would be compelling, uh, to the donor, Teoh, a prospect or a current donor. So that’s that’s what we developed and meeting

[00:06:25.34] spk_1:
meeting board members. I realize this is not only for board members, but that’s our conversation today, and that’s you’re saying that’s where you found it. Most relevant, and then where they where they are, what worked with what you are type of person that you are in the quadrant will identify the quadrants and versus trying to make you something that you’re not, makes you uncomfortable

[00:06:29.20] spk_0:
right, and we started with boards than spent a number of years, much more focused on staff, developing a lot of materials in depth courses in a membership in such a brother. I bought Andreae now seven years ago, which is hard to believe. So I

[00:06:44.65] spk_1:
was going to say Now this started with you and Andrea Kill Stead, who’s been on the show. And then what? You pushed her out. You took her expertise on, then pushed her out for a nominal buyout.

[00:09:47.96] spk_0:
I broke her kneecaps and said, That’s it. Off you go. Um, you know, Andre is a She is a huge go get her. She’s a big ideas person and she has brought a tremendous amount of the field. But it was at her instigation because she said, You know what, Brian? I like really building these things. I have these big ideas. They’re running. It’s not really me, and I can see where you because my secondaries mission controller and I could do this plan full stuff where you would be better at running it and and and Andrea is significantly older than I am. I don’t think she would be bothered by my saying that. So she within a different point in her life and she said, Let’s let’s do this So I took it over. And as you may know, she went on to then build capital campaign, uh, toolkit with Amy Eisenstein. That’s been another great thing in the field. Yeah, so I took it over in, uh, 2013 and have spent the last seven years really developing the styles. Everything from the iconography you see now Thio the application of the styles in many ways, and I’ve got done trainings across the country and lots of conferences that are mostly for staff. And interestingly, I’m now circling back to board. And I’m doing a lot of board work, a lot of board trainings. And out of that came this idea that my second book should really be focused on board. When I started, it was pre now with this and and the the additional complications of being the board member and of running a non profit in many ways, they asking styles or even more important, because boards have to be at their best. In order for the organizations to survive, everyone has to be at the table. Helping to build resource is and everyone has to work together in a collegial way that create some synergy and makes everyone feel like they’re part of a team. And it’s hard to get to know board members anyway, when all you do is meet every two months for two hours and maybe you’re in a committee or two and that those meet once in a while. Now it’s all by zoom. Everyone’s overwhelmed zoomed out, and yet it’s more important than ever for people who feel their team and you have new board members I’ve seen. I’ve been delighted to see a number of announcements lately of organizations that have brought on new board members during this time, which is, you can imagine is challenging. You think of a board member coming thio their first board meeting, sitting in a room and getting to meet and experience other people and see how things really work. And now it’s all by zoom, which is much harder in a very different dynamic. So so, understanding the styles and how everyone interacts is even more important for on boarding a new board member. Look, you work, you get

[00:09:50.28] spk_1:
to recruit when we talk about recruitment to exactly but so Let Tze identify the styles. So you have things to spectrum. You got the analytic, intuitive spectrum, and you have the extrovert introvert spectrum. So if you know, put the extrovert introvert on the vertical and the analytic intuitive on the horizontal, you get four quadrants. So what are those? What are those for?

[00:10:14.26] spk_0:
Eso top left. You get the analytic extroverts. The rainmaker always goal oriented. Uh, driven, competitive. Keep their eye on the prize. Knows they’re succeeding based on the numbers, right? Did I reach this goal? Did I bring this money? Gets to to raise as much money. Then you have the intuitive extrovert top, right? The go getter, big vision thinker. Lots of energy brings people along with their enthusiasm on always sees the opportunities. So is bringing that big passion and excitement about the future. Anything’s possible. Then you have your intuitive introvert, your kindred spirit. Feelings oriented. I am primarily kindred spirit were our hearts on our sleeves. Everything is personal for us. No matter how hard we try to make it otherwise. And because we have that, uh, sense of sensitivity, we are sensitive to others. We tend to be very accommodating. We want other people to be heard and feel good and such. Also good skills for fundraising, different from the core rainmaker skills. And not to say a kindred spirit can’t be goal oriented. And a rainmaker can’t be compassionate and attentive on then mission controller. The analytic introvert bottom left. The Eagle Scout who always gets the job done. Very methodical, systematic plan ful and best at sitting back and listening and absorbing what’s happening. Great listener and observer, which, as we know, is so key to fundraising. So those the styles and they all complement each other and work well together can sometimes frustrate each other. But, um, but those are the styles,

[00:12:01.78] spk_1:
okay? And we each way each most likely have ah, primary and a secondary correct. So you’re you are kindred spirit and mission controller.

[00:12:13.21] spk_0:
Yeah, I am pure introvert. They which surprises people since I do so much public speaking and training. So people who know about the acting profession of lots of actors actually are shy or introverted, and you get in front of an audience and you do your thing.

[00:13:37.94] spk_1:
It’s time for a break. Turn to communications. They help you build relationships with journalists because of a relationship built by turn to the New York community. Trust got to features in The Wall Street Journal. That’s what happens when you have the existing relationship. And then when you want to be heard, the newspapers, the outlets, they take your calls. But you gotta have the relationship set up ahead of time. That’s what turn to is gonna help you do build those relationships. They specialize in working with nonprofits. One of the partners, Peter Pan A. Pento, was an editor at The Chronicle of Philanthropy. The right turn hyphen two dot c o. Now back to boards and asking styles. Perfect example of that. Aside from Brian Saber, uh, I’m seeing a lot of interviews with Sasha Baron Cohen because he has a Borat sequel out, and he has said, I’ve read it in online and I saw an interview with him. Eso he said a couple times. He’s primarily a shy, shy guy, but you know, he has characters who are obviously grandstanding. No, it alls, you know, it’s off, but s Oh, absolutely, And I and you people can go to asking matters dot com and you could find out which one of these you are right. You right. You could just do three minute little three minute quiz or so right?

[00:14:03.18] spk_0:
Exactly. Thank you. Yeah. You want it to be true. False questions. True. False? Yes. No, you know.

[00:14:10.12] spk_1:
And you The site admonishes us. Don’t spend a lot of time e I already did it. I didn’t just do it last night knowing we’re gonna prepare. I already know that. I’m, uh I’m primarily a kindred spirit as well. By birth. I’m a kindred spirit by birth but a go getter by practice and

[00:14:28.55] spk_0:
teach your primarily kindred spirits secondarily. Go getter.

[00:14:31.79] spk_1:
Yeah, secondary. Go get e No. Yeah, yeah.

[00:14:34.64] spk_0:
Pure, pure. Intuitive is what it’s saying. Massive, intuitive. Yeah, a lot of gut on the idea. Not a lot of planning percent. That’s a problem. A problem you got a plan ful person to about right? Yeah,

[00:14:49.44] spk_1:
I know. Now we need all four. But that’s why that’s why I’m not on any boards. Just do it. We’ll look back in six months.

[00:14:57.59] spk_0:
I’m not on any boards either. As a matter of fact, it seems it feels like a busman’s holiday to me. And I’m going when they’re gonna want me to fundraise. Andi. I’m not a big process person. Like go getters are much more into process. So Andre and I, over the years had to figure this out because she was pure process. Idi ated out loud, you know, lots of ideas. She could sit for hours and my eyes would plays over like I can be very cut to the chase. The Mission Control. Okay, let’s just do it. Let’s just lay it out. Let’s just get to the details and do it. And we finally realized that our meetings could only be a certain length of time. And I say all that because that been a challenge for me, with boards and any groups at all where I’m sitting there and I’m a little impatient, like Okay, let’s I just want to move to the next thing. I don’t want everyone talking and processing. I’m happy to go with someone else’s idea. Let’s just move it along. Three.

[00:15:52.31] spk_1:
Our brainstorm session is such a three hour brainstorm session is such a bore?

[00:15:57.24] spk_0:
E identified something in the 1st 10 minutes way Had something in the 1st 10 minutes. What? What did you say? Say it again the idea seemed pretty good to me exactly three

[00:16:11.09] spk_1:
hours ago. We could’ve had lunch and dinner by now.

[00:16:13.21] spk_0:
Exactly. Caught a good movie and come back just for the conclusion. First

[00:16:27.74] spk_1:
it sounded pretty good to me. Oh, right. Exactly. Contrary. Thio Brainstorming ideation session. All right, so, um all right, so let’s apply this to the board. So, as you had said, it helps if we know who is what. What is who on the board. What do we have? Do we have a imbalance of rainmakers and no process people to back them up, you know? Right. So we need tohave way. Need to have a balance,

[00:19:11.44] spk_0:
right? I mean, think of any planning session. Let’s let’s say you’ve got right now. There’s so many issues nonprofits, air facing. So let’s say it’s an issue of Well, what programming do we go forward with knowing that the current conditions are going to probably last into next summer? Okay, let’s make that assumption is aboard. Here we are. What are we going to do? Is an organization so the rainmaker is going to say Okay, well, what’s the goal? Right? What’s the goal of all of this? What outcomes. Do we want what we want to? Um, you know, we want to maintain We want Thio, serve our clients as well as we can. We want to stay fiscally responsible that then you have the go getter. Who’s saying the visionary who saying, Well, this could be the opportunity to pivot right opportunities, not problems, solutions, not problems. Let’s think out of the box. This could be the chance. We were looking for the kindred spirit. The very heart oriented person is saying, Well, we can’t forget the clients. We can’t forget the staff, you know, we need to you know, it’s really important that we come through for everyone, whether it makes the most financial sense or long term sense or not. And the Mission Control is saying Okay, great. I agree that we have that goal. I agree. You know, we could be something different. I agree. We have to care about people. But how are we going to get it done? It has to be realistic. And you can see where If you have an entire board of one or the other, you’re you can’t get the work done, right? Right. You need someone to check what you’re doing. We all need checks and balances and we need different voices. So once you look at the style so that you can see where if you’re going to do strategic planning, you need to have the four styles around the table to come out with a strong plan. Otherwise, you’re gonna have a plan that’s missing either the goal and outcomes or the big picture or the heart or the structure. And then and then you’ve got to fund. Then you’ve gotta work your way back into it Too late. Okay, way made a plan. But now Wow. Turns out we don’t know how toe executed because we didn’t have any mission controllers in the group or, you know, we didn’t think big enough. We went right into the weeds because we didn’t have our visionary in the group and so forth. So

[00:19:39.34] spk_1:
let’s talk about recruitment. If we’re, uh we’re gonna bring folks onto the board. Uh, you want this to be one of the factors I mean, there, there, obviously, you know, we need accountants. Maybe, you know, whatever. Whatever skill sets, you have gaps. And of course, those those really are predominant in your board selection. But you’d love for folks to find out what these potential board members asking styles are. Yes. So send them toe asking matters dot com as your recruiting them.

[00:19:44.29] spk_0:
Yeah, right. Wait three

[00:19:46.87] spk_1:
minutes. They print the report. Okay,

[00:20:13.04] spk_0:
Sorry. We don’t want you any go getters by you know, the reality for almost every night fucking is. We don’t get to pick and choose that much when we’re looking for board members. So some organizations really can. Others, at the very least, though, can say, Okay, we’re looking at our board, and we really seem to be missing kindred spirits. That’s bad. So lets

[00:20:15.89] spk_1:
you gotta have your You gotta have your kindred spirits. That’s

[00:20:18.26] spk_0:
bad. Absolutely. Eso eso when we go out, let’s keep that in mind, right, Because we might have more candidates and way might have more candidates, and we could put on in any one point. We might be bringing people on in classes, and we might want this first class to include another kindred spirit or two, and we might put off other people for a year. So it’s another factor. It’s not just a factor in who to choose, but how to understand who you’re choose, right? How to understand maybe what they’re saying and where they’re coming from. And to be ableto envision how that person would interact on the board, given that person style and the style of the board to get a sense of whether the person fits in or how the person would fit in. So it it not only helps you choose but helps you understand what you’re

[00:21:20.83] spk_1:
and you may not have. As you said, you may not have the luxury of selecting from half a dozen, you know, potential board members. So at least the one person that is before you know what his or her style is. And, as you said, how they’ll how they’ll work with the rest of the board. Right? Okay, okay. And and this applies for the for the CEO to write mean CEO board chair relationship. Don’t we want to know where those were? Those two folks stand

[00:21:40.34] spk_0:
right? I mean, you’re not going to choose one based on their style, but based on their style that they’re going to have different strengths and challenges and in their in their roles as the two leaders and in terms of how they work together. Because you, if you’ve gotto generally, the CEO is reporting to the board share most regularly. If the relationships going well, they’re meeting regularly. The chair is, in a way, guiding the CEO. The CEO is guiding the chair, Um, and so if you’ve got a chair, who’s a go getter and you have a CEO who’s a mission controller, especially when you have people who are diagonal to each other on the grid? Okay, who are you might call them polar opposites. There could be a challenge working together. One wants all this detail, the others flying by the seat of their pants. Ones, you know, very sensitive to criticism. The others just throwing it out there, vice.

[00:22:50.24] spk_1:
Because because if there if there, uh, diagonal diagonal to each other, then you’ve got You’ve got an intuitive extrovert. Uh, no. An intuitive introvert working with an analytical extrovert,

[00:23:15.24] spk_0:
right? I know. As a kindred spirit, intuitive introvert, that rainmakers, thes analytic extroverts can challenge me. I can get a little anxious because they’re very assertive. And for may I read assertive sometimes to personally, they’re not doing anything wrong, right? They’re just they’re being themselves. They’re bringing certain traits to the table, and I’m reading them a certain ways of kindred spirits. So now if I know, uh, this is why we might be having that challenge. We could talk it through and and at least understand each other better, like in any relationship. Um, in any personal friend relationship, any relationship, understanding the other person helps you depersonalize what’s happening.

[00:25:34.41] spk_1:
It’s time for a break. Tony is take two. I’ve got a webinar coming up It is. Start your plan. Giving in 2021. It’s a quick shot is gonna be just 50 minutes in and out. We’re gonna talk about what plan giving is how to identify your best prospects, where to start your plan giving program, how to market and promote your new program. And then I’m gonna leave plenty of time to answer your questions, which actually is my favorite and arguably the most important thing. Getting your questions answered. So there’s plenty of time for that. That’s it. Join me. It’s Thursday, November 19th, three o’clock Eastern time, which means two o’clock central, which means one o’clock mountain, which means noontime Pacific. No discrimination here by time zone. I do not discriminate against time zones. Everybody’s everybody’s. Everybody’s got a time. That’s the way it is. So, uh, quick shot. How to start your plan? Giving or start your plan giving start your plan to giving in 2021. You sign up for the webinar at planned giving accelerator dot com slash webinar. I hope you’ll be with me. That is, tony is take two. We’ve got plenty of more time for boards and asking styles You have, ah, formula. I don’t want to scare. People were math, math phobic, but very simple formula. You say teamwork plus camaraderie equals synergy. Yes, what’s behind that involved? There’s no there’s no regression analysis. You don’t have to know absolutely sine or cosine or tangent or or anything

[00:25:34.89] spk_0:
like that. Absolutely nothing. I was thinking. I was trying to think through as I was developing this book, what I wanted to say and why. And I came up with that, that that having the best board a board that really is on fire, if you will to me involved, uh, involves two things or is dependent on two things one teamwork, the ability teamwork is respecting everyone being able to hear other voices, uh, respecting decisions that come out of committee and so forth, respecting everyone sitting around the table and having an equal voice and things like that. That’s teamwork. And, um uh, Michael Davidson who? I do a lot of work with his quote in the book. He’s

[00:26:25.70] spk_1:
He’s been on the show

[00:26:26.81] spk_0:
e adore Michael and I’ve learned so much about governance from him over the last two decades. I’ve known him actually about almost 20 years because we met at Hudson Guilt. He was doing work for them, and I was working for them. Uh, and he talks about teamwork a lot because he’s a rower, as you know, and you have to be a strong team, you’re not gonna get anywhere.

[00:26:52.84] spk_1:
His company logo is is a right right,

[00:27:25.04] spk_0:
the board coach and it’s rowing and he talks about so he talks about teamwork. He talks about how you can do your job. If you don’t know what it is, you won’t do it. If you don’t think everyone else is doing it right, you have to be a team. It’s one of the reasons why I think everyone has to fundraise on the board because that’s what makes the strongest fundraising team. Not having a fundraising committee and saying over those five people are responsible for all the fundraising board is going to dio, so teamwork is very important and camaraderie. You also have to like each other not to be friends, but to you need to find it worth being in someone else’s company. And even if someone is very different from U. S. O. U. And that comes from getting to know people, not Onley sitting around the board table. But in a more familial way, it’s That’s the reason why some of these social engagements just before, after a board meeting, having board members go out to dinner together. All of that is really important. That’s why they do it in the corporate world, right? That’s why there are all these team building events. They build camaraderie, not just on the camaraderie helps the team work. But

[00:28:08.93] spk_1:
I don’t have Thio build the comrade. I don’t have to walk across hot coals barefoot

[00:29:29.74] spk_0:
E No, I wouldn’t do that either way. Okay? Yeah, No way could just have dinner together. We can have dinner together at one organization. I I had. I had board members in rotating groups of 4 to 6 go to dinner after a board meeting. So there were six board meetings during the year and twice a year each board member went out with a different group of people. So everyone got to have dinner with everyone during the year and such. It helped, Um, so when so looking at the asking styles, you can understand better how to work as a team. And you can also understand what, what types of activities would help build camaraderie? Because we’re all not going to like the same things. I, as a kindred spirit, don’t want to go to a big party with the whole board. I’d much rather go to a small dinner or just have a one on one coffee, right? If I could do that with a few board members, over time, I’m golden. I build that relationship if you send me Thio. The board president’s house to schmooze with all the other board members doesn’t work as well for me. Given my style, it doesn’t mean you don’t do it, but just a ZX with training and other things, you have to have a variety of activities to appeal to everyone. Just like you have to let people have a variety of stories to tell their own stories because everyone’s gonna go to tell the different ones. So eso building camaraderie, um, you do have to proactively work it. It part of that it overlaps both is making sure everyone has a voice right that everyone feels they are part of this group, that they’re integral to it, that people hear them see them. And so it goes back and forth, the teamwork and the Senate and the camaraderie. And that’s what gives you the synergy. So that’s how I came up with that concept. Okay? Yes. Okay.

[00:30:38.54] spk_1:
You you talk about Well, actually, before we talk about some process for meetings like making sure voices get heard, you have some concrete ideas. How about a story? Can you, uh, can you share something? In the 20 years of asking styles where you’ve seen a team, whether board or not, I mean, board would be ideal improve their outcomes because they became asking styles aware they became they were red pilled and finally e saw the saw the wisdom of asking styles.

[00:32:40.04] spk_0:
Wow, we’re going there. You? Mm. Well, I constantly hear stories. There’s someone on the website I often hear from from executive director slash CEOs who have these ah ha moments about their board chairs for sure who have these Ah ha moment about their boards, Whose then see the challenge, why their board is so challenged in some way and can address that. Who? Who realized g. I’m providing staff often say I’ve given the board all this information. I don’t know what why they why they keep asking the truth of matter is have they read it all? And if they’ve read it, have they interpreted it all and stuff? And the truth that matter is that we’re not necessarily giving every board member the information they need. So I constantly hear these ah ha moments from staff who say, Now I know what this board member needs. If I’m going to engage this board member effectively in fundraising, this is what I have to give this board member. I’m giving them the wrong information. So I hear that a lot that that has really helped. I did some work with Esperanza Academy, which is a private 100% tuition free and privately funded girl school north of Boston. Um, it might be in Lowell. I’m trying to remember where they are now. On. I worked with their head of development and then did a training herself and said it was extraordinary how how the asking styles moved her board ahead. There was a fundraising in terms of working with each other. It just took it, took them to, Ah, a whole new level. And I think I’ve always felt the beauty of the styles is that she point before you don’t have to know any big logarithms. There’s no jargon or anything. It’s very simply put, e don’t use fund these words and and all of this stuff e talk very plainly about it in the styles are very plain. I don’t try to make this scene like, uh, you know, like the you know, what is it? The theory of relativity, The theory of relativity.

[00:33:20.95] spk_1:
That’s where you get into cosign on C can’t

[00:33:23.16] spk_0:
exactly or pie or whatever Very straight

[00:33:27.13] spk_1:
first, unjust non jargon.

[00:33:29.54] spk_0:
Yeah. And so yes, so tons of ah ha moments. Um uh, respecting people to work with each other differently, working harder to make sure all voices are heard. Um uh,

[00:33:43.66] spk_1:
let’s pick up on that. Voices are heard. You have some. As I was saying, you have some concrete ideas about board meetings, making sure some folks you gotta check with them in advance, etcetera. So what? Her voices get heard at board meetings,

[00:34:04.24] spk_0:
Right? Well, I, for one, virtually never talk in a large group as a kindred spirit of mission controllers Air similar. I don’t often give my opinion in front of a large group. I don’t often ask a question. I don’t take up a lot of time in a group like that. Um, so I might have a very valid and important point that the group needs to hear that the chair wants everyone to hear. And I’m simply not going to express it in the group. And you see the people I trigger. I train all the time. You have guests all the time. You know which guests you have thio work harder, thio, or give the or wait longer to allow them to pull their thoughts together. That’s happening around the board table. And it’s happening even more so now with the video that with Zoom because everyone does tend to talk over each other. It’s hard to know when to stop. It’s harder than it was in person. Looking around the room where you feel it, you feel who’s going to talk next, Right here. You’re not sure. And then two or three people blurt out at the same time. So someone like me is going to be even less likely to participate because that blurting out and talking over someone is more awkward for me. Yeah, so

[00:35:20.44] spk_1:
you get into that rhythm where everybody stops on, then you beats and everybody talks. Everybody stops to more beats everybody, you go ahead. So then they all go ahead to beats later, right? Yeah.

[00:35:31.89] spk_0:
Dance, right. It’s a and I’m not going to do that dance. Necessarily. A lot of people won’t. So So if

[00:35:42.34] spk_1:
I promise that I won’t be, uh, talking over you, I’m just being a smart ass.

[00:35:46.35] spk_0:
Me to s o a chair. A smart chair who really wants everyone’s voice heard and taken into account needs to either reach out to those board members in advance and solicit their opinion or specifically call on them, make time for them right When I train, I look around that room and we’ll actually in advance of training. I will ask the CEO or whoever engaged me. Who should I be watching out for in one way or another who’s going to talk too much? And I’ve got to make sure that person doesn’t monopolize, are training who’s not going to talk because And regardless of what I’m told in advance, I see who’s not participating and I make sure everyone’s participating. It’s not that they don’t want to, or that they don’t have anything to say. It’s just that this is a tough venue for them. Be in a room with 25 other people and all the noise and people talking over each other. So you either have to solicited in advance or solicited in the room or solicited afterwards or send out a questionnaire, asked people by email to tell you in advance, you have to make sure that everyone’s voice is heard,

[00:37:12.83] spk_1:
and that’s a part of teamwork and camaraderie to ZX respect. Yes, yeah, that you’ve become aware. Now you’re red pilled. You know, some people are not gonna speak at the meeting or being very. It’s gonna be uncomfortable for them to do it. You have to make allowance for that. And that s so that builds up your That builds up teamwork and camaraderie. People feel respected there, literally being heard

[00:37:51.73] spk_0:
right now. Some people just, you know, talk a lot and don’t mean to cut anyone else off and want to hear the voice. And then there’s some people who just want to hear their own voice. And actually, one of the pieces of board membership is it’s not for everyone. You have to believe in teamwork. You have to believe that the team comes first. I’m not saying that the styles in any way can identify who would want to be on a team or not, because it’s much more complicated than that. But but there are challenges to group work, and those challenges impact certain styles more than others,

[00:38:12.92] spk_1:
Right? So yeah. All right, let’s talk about fundraising. How does this out of the styles impact board? Fundraising? Yes.

[00:40:53.41] spk_0:
So that we’re working on the whole decade, obviously. Uh, yes. Since they asking style started from a fundraising bend. It’s a very critical ways. The first one which we talked about earlier which is the number one way, is in terms of the story that each board member is going to tell. What is a board member going to stay in the in the most? In the simplest format, you run into someone, and the person said, Well, tell me about X y Z organization. What is it? You is a board member going to say to try to excite that person? What’s your story that is going to be impacted by your style? Whether, as we talked about it, whether it’s very goal on, strategy oriented, visionary oriented, hard oriented plan oriented? Okay, then you have Well, how is each of you going to go about this process of identifying and cultivating and maybe asking for money? And I say, maybe asking because the most important roles Board member, the most important role of board member can have in fundraising in my mind is the identifying, cultivating, thanking, recognizing piece everything but the ask. When it comes to the ask, some board members will ask on their own or with other board members. But in most organizations, you could bring the executive director and head of fundraising or someone else, to sit there in the room with you and actually say, tony, would you consider a gift of $10,000 for X y Z? Um, it’s all the other work that’s so important Thio for board members to help with. And that’s where style really matters. How are you going about going to go about cultivating as a board member? What’s comfortable for you? You have to take into account to some extent what what works for the donor? We don’t know. We usually don’t know the donor style, but if we don’t ask board members to do things they’re comfortable with, they’re going to be reticent about doing them. And they may not do them well, right? Well, I don’t want I don’t want to send my board members out out to slaughter, basically, by sending them out to do things they won’t do well and it doesn’t serve the organization well, so eso I will would think through if I have ah, big special event. My extroverted board members ago ended be better ambassadors of those events than the introverts who don’t tend to go up to people they don’t know and engage them in such. They’re going to be better at one on one effort. Uhh. Some people are going to be better at communication written communication, writing lovely emails with lots of great information in them. Some are going to be better at picking up the phone and having a quick chat on dhe. People will partner in different ways based on their styles.

[00:41:41.91] spk_1:
Time for our last break dot drives that drives engagement dot drives relationships. Dot drives is the simplest donor pipeline fundraising tool. It’s customizable, collaborative, intuitive. If you want to move the needle on your prospect and donor relationships, get the free demo for listeners is also a three month. You know that you go to the listener landing page at tony-dot-M.A.-slash-Pursuant. We’ve got but loads more time for boards and asking styles.

[00:43:06.10] spk_0:
So if I would like, um uh, I have a donor in mind and I bring something. The table is the CEO or the chief fundraiser, a za kindred spirit. I may look around to see who compliments me on the board, right? Or if I’m let’s say I someone has a relationship, OK, Soo is a go getter, and Sue has a relationship to this donor, so I want to go with Sue? Well, I’m a kindred spirit and Susan go getter and whoa! It turns out that our donor is a mission controller. So now how am I going to engage? So what is the best role for Sue? Is the go getter to play? And what might we have to watch out for? Right? How would we wanna make sure Sue doesn’t trip over herself? A za go getter going with me to see a mission controller? So it gives me a road map as the staff member, or certainly is the board members to how I could be effective, what my challenges might be. Even in the initial contact, we talked about this all the time of asking matters that from kindred spirits and mission controllers are much less likely to just pick up the phone and call someone out of the blue, even if it’s just calling to make an appointment. I don’t I never liked the phone, and I feel lucky that most of my career has been in the age of email. I will almost always email first if I know. I don’t know. Well, and I know the donor just wants me to call It is different, but most of the time we don’t know who. Uh, we don’t We don’t know people that well and I’m going to I’m going to write first by email. And if I know a board members that way, I’m not gonna push my board member to pick up the phone. I’m going to say, Do what’s comfortable for you If it’s comfortable to send an email, Do that. If you know the person well enough to send a text and the text. If calling and trying to catch that person is what works for you do that, so I help the asking styles help bring fundraising to the board member in a way that’s palatable.

[00:44:01.99] spk_1:
Got some ideas about you. Caption it. Under keeping board members committed, exposing board members to program Share your ideas there.

[00:44:57.99] spk_0:
Most board members do not experience or or view programming often enough. Board members come to organization excited by what you’re doing. They have a lot of passion. Yeah, I’m on the board now. I’m so committed. I love what you do and then end up spending almost all their time in board meetings that are mostly about procedure and budget and can be very dry the most organizations today or bringing program staff for program participants to board meetings on a regular basis. I hope everyone listening today is doing that, and so board members get some exposure the 10 or 15 minutes every two months. But that’s minimal. Board members have to C programming ideally, in person right now. That’s really hard. Maybe through zoom through video, maybe through a Q and A with various program directors and such. And again, the asking styles will impact what type of interaction will keep board members committed. So if I want to keep my mission controller board member committed, I need to keep focusing on the plans and making sure the board that board member feels good that we’re going about our work in a very methodical, systematic, well thought out way. That’s what and to share all the information about plans because the Michigan that that is the material that the Mission controller board member can absorb and appreciate. I’m not gonna do that for the go getter. The go getter isn’t gonna look at those plans, right? The go getter is gonna wanna have a telephone call with the program director with a or Or meet lots of participants and engage those participants and maybe participate in programs, whereas some people might feel it a little awkward to do that, the go getter will jump right in. So for my go get a board member, I might do that for my rainmaker. You know, a ZX. You can see the same themes keep coming up with this idea of strategy, vision, heart and plan strategy, vision hardened plan. So you got it. You have to bring that to each board member and then bring that into the It’s the meeting.

[00:46:43.30] spk_1:
I would rather you say the heart first. Uh, that’s the kindred spirits. I’ll fix it in post production. I’ll move.

[00:46:55.26] spk_0:
You do that. You do that. The only way I can always keep everything straight is to always go go clockwise. Yeah, no matter what I do, I’m always saying Rainmaker, go Gator. Kindred spirit, Mission Control and using my hands to remind me now that everything is vision is Elektronik. I’ve actually the vision. The image is reversed on the screen. And now that ever you could see my hands, I’ve had to learn like yoga, teachers and others. Yes, you gotta be. Oh, right. Yeah, exactly. So it’s a new skill I’ve learned the last seven months

[00:47:23.99] spk_1:
you’ve got. You’ve got the benefit of no video here. Yeah,

[00:47:26.58] spk_0:
exactly. Like my hands doing anything.

[00:47:34.08] spk_1:
Audio podcast. Yes. Mm. Alright, What else? What else do you wanna? You wanna talk about that? We haven’t talked about around asking styles in the board

[00:47:39.82] spk_0:
asking styles. And

[00:47:41.33] spk_1:
you wrote a whole book, for God’s sake.

[00:47:42.97] spk_0:
Yeah, I can imagine

[00:47:43.91] spk_1:
more. There’s more than what I asked you what

[00:47:48.45] spk_0:
it is, though, you know, though, I don’t want to scare people off either. And as you know, tony, it’s not a big book, and it’s purposely not a big look. It’s actually only 16,000 words. If people know anything about books, it’s only 100 pages because there are lots of beautiful full color photos and graphs and things like that. It’s a book you can read in a two sitting,

[00:48:06.04] spk_1:
which I appreciate. I like all the photos, something the pictures I sometimes have authors on. I’ll say, you know, there’s no pictures or there’s not enough

[00:48:13.77] spk_0:
well in my books. The only book in full color. I want to say that cause I’m really proud of it. It costs a lot more to make it, but, uh, but the styles Aaron color right? The graphics are so so. It’s actually very pleasurable book. And the reason for that It’s really important for every board member to read it right.

[00:48:29.73] spk_1:
Easy read. Do it over a weekend easily. You could do it in a day if you had to, but yes, so we hope

[00:48:52.16] spk_0:
to say, you know, today we covered a lot of the major points in it, about about recruiting, camaraderie, teamwork, telling her story, leadership and such. Those are the major piece in the book. The one thing I’ll say is that you’re pushing the book, I guess, is that it has a bunch of exercises and questions to ask yourself is Well, and the important thing is not is not to believe that G if I if I’m going to address the challenges on my board, it’s got to be some big project I need to bring in a consultant or boy, this is gonna be a lot of hard work. There are lots of small steps you can take.

[00:49:15.92] spk_1:
Yes, you finished the book with the next steps?

[00:50:03.86] spk_0:
Yes and yes. And all along the way there are some exercises the next time you have zoomed called do a breakout room and just ask. People spend five minutes saying, Okay, my style is this. What does that mean for how I work with you or something? You’re going to build teamwork and camaraderie. And so I want people to take away that that make improvements toe how your board operates, which is so vital to how your organization gets through this and thrives in the future. Uh, does not have to be a big, overwhelming project through the asking styles and lots of other means. You can take small steps and get there. The

[00:50:08.46] spk_1:
book is a pleasure. It’s a pleasurable pleasure to read. It’s an easy read. You want to know your style. You goto asking matters dot com. Do the three minute survey. Send your board members as a little fun exercise chat about it. That’s you know, that could be a next step, but

[00:50:18.71] spk_0:
absolutely that

[00:50:24.46] spk_1:
a whole chapter of next steps and, like you said questions throughout. Okay, Brian Saber, Thank you very much. Uh, have you. Actually, Absolutely. So the book. Get the book. There is more depth. There is more depth in those 16,000 words than than a lackluster host can cover with, even with an exemplary guest. Eso. The book is boards and asking styles. A roadmap to success matters that asking matters dot com and Brian is at Brian Saber and Brian. Thank you again. Real pleasure. Thank

[00:50:52.97] spk_0:
you. Don’t have a great day. Good luck to everyone.

[00:51:31.56] spk_1:
Thank you Next week next week. I got it here right next week is Oh yes, next week is low cost fundraising software and what’s really happening with non profit revenue. If you missed any part of today’s show, I beseech you, find it on tony-martignetti dot com. Responsive by turn to communications, PR and content for nonprofits, your story is their mission. Turn hyphen two dot c o and by dot drives, raise more money, changed more lives tony-dot-M.A.-slash-Pursuant for a free demo and a free month for listeners. Our creative producer is Claire Meyerhoff shows 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, you with me next week for non profit radio big non profit ideas for the other 95%. Remember, it’s your favorite abdominal podcast. Go out and be great.

Nonprofit Radio for April 4, 2014: Vivid Video & A Board That Brings In The Bucks

Big Nonprofit Ideas for the Other 95%

Listen live or archive:

My Guests:

Ross Minichiello, Mary Carlin and Gloria Ramon: Vivid Video

Ross Minichiello
Ross Minichiello
Mary Carlin
Mary Carlin
Gloria Ramon
Gloria Ramon

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Ideas for producing and repurposing that video you make each year come from Mary Carlin and Ross Minichiello of Riverside Digital, and Gloria Ramon from Brooklyn Legal Services Corporation A.

Deborah Stanley: A Board That Brings In The Bucks

Deborah Stanley
Deborah Stanley
Deborah Stanley from Blackbaud wants you to lose the fear of talking about fundraising with your board. And how is it that board service is like an infant’s life? (Recorded at bbcon 2013).

 

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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, you know i’m glad you’re with me if you weren’t, i’d developed ingi vel hyperplasia if it came to my attention that you had missed today’s show vivid video ideas for producing and repurpose ing that video that you make each year come from merrily mary carlin and rossman akello of riverside digital and gloria ramon from brooklyn legal services corporation, eh? And a board that brings in the bucks never stanley from blackbaud once you lose the fear of talking about fund-raising with your board and how is it that board service is like an infants life that was recorded at be pecan last october on tony’s take two between the guests. Take care of yourself in spring and summer. The time is now. I’m very happy to welcome right now to the studio we have in the studio. Rossman akello he’s principle and executive producer for riverside digital productions. Also in the studio is gloria ramon. She is director of development and communications for brooklyn legal services corporation, eh? Brooklyn a provides legal assistance to low income, individuals and community groups in brooklyn, new york. Gloria leads brooklyn a’s development, marketing and communications there a beak, a dot, org’s and on the phone is mary carlin. She is vice president of business development for riverside digital. They have been in video production for fifteen years with clients that include god’s, love, we deliver and brooklyn, eh? Ross and mary are married and they met doing a play together. They’re both former actors and stage directors, and you’ll find them at rivers aside. Digital dot com, ross and gloria and mary welcome. Thanks, tony. Thanks for having us on today. It’s a pleasure. I’m glad everybody’s together talk about vivid video. Um, mary, i feel bad for you because you’re on the phone so let’s, start with you because you couldn’t you couldn’t be in the studio with with your husband. Video is is really critical for storytelling, isn’t it? In twenty fourteen? Absolutely, when you look a thie popularity of viral videos, stories that people share with each other on a daily basis on the effectiveness of that type of communication, it’s just i think it’s so important for non-profits two to understand that they can share their story that way and that it’s really going to reach so many more people and it’s a very cost effective way to do it. We’re also even now seeing email with video embedded not just a link through, but but actually embedded in prison. And, you know, it’s video is just like the primary source of sharing fun stories, and they’re been a variety of ways that have been developed to do it. You’re right, and ross were talking about mostly event video today? Sure way do aa lot of gala video, gallon honoree video for not for profit organization. So, you know, at all these gallas they have these tribute videos, they honor various people who have contributed and they’ve, you know, you’ve people have contributed either monetarily or through probono work and way get a snapshot of those people’s biographies, but we also talk about the effect ah, that they’ve had on the organization a zoho ll the mission of the order position, okay? And we even could go could go ah, broader than just the gala or the event honoree type video could be covering an event like a run or walk race? Sure, we’ve we’ve done those as well, we’ve we’ve covered we’ve covered events like the gods love race to deliver where we’ve interviewed people who are participating in the race. We’ve we’ve sent cameras into the race itself to get the real experience of participating in the race, and we again we get opportunities to talk about talk to people on the ground who are part of the organization, who support the organization and get their reactions to whites such a pleasure to be part of it. I love your deep bass voice. Thank you. Thank you that’s like alec. Alec baldwin. I’ve been told. Okay. All right, if you if you want. I wasn’t thinking him, but okay. Sounds good. I was thinking like an orson welles kind of, uh yeah. Buy-in voice not appearance. You look much better than orson, even when your son was living. Thank you, citizen kane. Orson welles. Exactly. That’s right, gloria, how is brooklyn? A using video? Well, we’ve primarily used the video’s for our annual partnership awards benefits. Ross just said we area re honor three individuals for their commitment to pro bono work, community service and that’s. How we’ve used the videos to tell their story. But also the story of brooklyn legal services and how they meshed together. And is this video shown at your annual gala? Yes, we what. We’ve shown the video at the event. And then we usually send the video out after the event to people who have an intended posted on our website posted on our youtube and facebook page. So now it’s, sort of wanting to take it to the next level. Ross, we can we can use these videos for a different purpose to it. They want to be limited to the the night of the gala. We show it and then it goes, it goes in storage, you know, that’s, that’s, that’s, always thean tentoni, it’s always the intent that, you know, not only we talking about the individual being honored that evening, but we always like to tie it back to the mission the boots on the ground work because of the contribution, whether it is again monetarily or it was it’s probono where courts just advocacy work that’s being done by this individual through volunteerism, we always want to bring it back to the core mission of the organization, and therefore you can repurpose that video beyond the night. That’s really the most important thing we all know that the funds were scarce in and the not for profit world. And so i’ve seen i’ve seen gala videos that are strictly biography videos of the individual that have no shelf life beyond the night. Yeah, they don’t care. They don’t tie back to the mission. They don’t tie back to the mission. I know it’s a biopic it’s a biopic and you know what it is? It makes the individual feel good and yes, they get honored that particularly, but it has no life beyond that. We want to be able to have the organization cable today, the piece a zoho whole or in part and repurpose it on their website through a viral marketing campaign. Social media however, they best want to use it on dh how do we plan? I mean, that s so we’re going to do that. This has to be planned for before we start shooting. Absolutely it’s it’s you don’t think that kord yeah, i was just going to say, like, the process that ross and i have had in the past three years now that i’ve been working with him is just that we sort of plan out, you know, once we determined who our honorees are, the conversation then is sort of what story do we want to tell and freaking out? The best way to tell that story identifying potential? You know, clients that we can have in the video other supporters, of course staff members on brother non-profit organizations that we work with. So it’s really, you know building that story. Oh, other non-profits even a cz well, okay, so so the point is you need to plan production. What purpose do you have? Do you have in mind what purposes you have in mind for this? So that when you’re when you’re in production, you’re going to satisfy your goals it right? And it always comes it all comes down to drilling down to what is that course story? What is the what is the emotional impact? What is the work that the organization is doing? And how does this person either fit into that directly or help facilitate the that? That how does it serve the mission? Okay, mary, when when we are looking for a video production company to work with, what should we be thinking about? Well, you know, i think that first you should be thinking about the the quality of their work. He’s got to go on and look at aa number of sites websites and make sure that the quality of their work is just really current and clean on how well do they tell the story of the particular organization? Um, that is covered in the video, and it is it is the audio. Good. Is the video good? You know, very simple ways of looking at it and going okay, yeah, this is aunt. Does it impact you emotionally? Doesn’t motivate you to get involved. Oppcoll with this organization. What about checking references? It’s appropriate to ask for? Ah, producers references? Absolutely. Yes. I mean, after you checked the website and liked the work that you’ve seen, you should get recommendations. You should speak to people and say, okay, how were they to work with that? They stay on budget. Did they deliver on time? Do they hit each one of their deadlines on the day of the event? Were they there for you to support you, to make sure that the video played correctly, you know, these kinds of things, so that they that thie non-profit staff member felt completely supported during the process and confident that the video was going to tell the story that they wanted to communicate to their clients and their excellent thank you, there’s. Like, half a dozen very good questions to ask. Ask a reference that you just you just rattled off. Thank you. We’re gonna go out for a couple of moments. And when we come back, we’re all going to keep talking. Ross and gloria and mary and i, about vivid video. Hang in. There co-branding dick, dick tooting getting ding, ding, ding ding. You’re listening to the talking, alternate network, waiting to get into thinking. Good, do you need a business plan that can guide your company’s growth seven and seven will help bring the changes you need. Wear small business consultants and we pay attention to the details. You may miss. Our coaching and consultant services are guaranteed to lead toe right groat for your business, call us at nine one seven eight three three four eight six zero foreign, no obligation free consultation. Check out our website of ww dot covenant seven dot com. Are you stuck in your business or career trying to take your business to the next level and it keeps hitting a wall? This is sam liebowitz, the conscious consultant. I will help you get to the root cause of your abundance issues and help move you forward in your life. Call me now and let’s create the future you dream of. One, two, seven, two, one, eight, one, eight, three that’s to one to seven to one eight one eight three the conscious consultant helping hunters. People be better business people. You’re listening to the talking alternative network. Welcome back to big non-profit ideas for the other ninety five percent on with ross, minnick, ello, mary carlin and gloria ramon. And we’re talking about vivid video. Gloria, my pronouncing your last name, right. Okay, good. Thank you, altum. Let’s. See, ross, you’re the executive producer at riverside digital. What? What ideas have you got for for the production now that we know what our purposes are. Well, we’ve hired the right person. You know, our long term purposes for the video. What are some things that you think we need to keep in mind for production? Right, it’s always. Good idea. Tio, have a strategy session with your client and someone like gloria always has such great ideas about, you know how you want the peace to look. Do you want it to look clean? Do you want it to look what i mean by clean is, you know, oftentimes we shoot with that sort of mac mac commercial. Look, with the with the clean white background but the or do you want to have a more organic feel? More environmental field? You want it to be, you know, buy-in people’s offices he wanted to be, you know. Wanted to be outside, you talk about how you want the look and feel of the video to be that’s one one question to contemplate, let me stop you there and turn to gloria. How do you how do you answer questions like that? Well, you know what? When, when? Someone when ross and mary asked, what do you want the look and feel to be, like that’s a pretty that’s a pretty open ended question i often like, i don’t know, yeah, but part of it also depends on who you’re honoring and sort of how you want to tell her story, like, for example, when our last community honoree he was, you know, fabrice fabrice, community activist so we wanted to shoot him in the neighborhood, you know, walking around with his, you know, local residents and just getting that feel of him in the community. Whereas when, when we are attorney honoree, we sort of focus that maurin his home, and so it was just, you know, different sort of creative background elements so it’s, really, who are you honoring what’s the focus and the concept of the video and then sort of take it from there. But what i do appreciate that it is it is, you know, a back and forth, like, sometimes we have ideas and ross’s like, no, that doesn’t make any sense, so it is sort of a back and forth so nice about it right now. E i think you would be yeah, and so that’s what? You would have to have your counting on that. I mean, you exactly want a creative person who says yes, yeah, that doesn’t really fit with what, on dh here’s, why that doesn’t fit with what we just talked about exactly because, you know, you know, i’m not thinking creatively on a day to day basis, you know? So when we have to start having those conversations, i appreciate sort of the gold, you know, the back and forth and sort of think about it this way and have you thought about this way? And i’m like, yeah, yeah? Or you are thinking very creatively about marketing and communications and development. Fund-raising but not about video story tell exactly, which is why we need a producer we need an expert, yeah, yeah, i know. And when we are, you know, talking about a particular honoree, we want to sort of set up the you get really good spokespeople for that honoree and craft questions that are pretty much the same for each of of the spokes people so we can get we compose that same question to multiple people and get different responses and put those responses side by side to see how different people have the take on that particular issue with the honoree. So, yeah, that’s, that’s one thing we craft the questions often times together and or we sort of refined them together. Okay? What story? You got married? Sorry. Please. Oh, no. Right. That’s way. Just want to help a person like gloria, you know, shaped the story that they want to tell. Okay? And in regarding of spokespeople, i mean, you really you wantto you want to find spokespeople that are energised that have a lot of a lot of things, good things to say. You want them to be good on camera. I mean, sometimes we, you know, it takes a lot of editing, so people don’t make a great presentation. Exactly. So you want to, you know, i would say, you know, talk to your talk to your own reeks that’s usually where the spokes people come from and say, look, we really want someone who’s going to sort of stand up for you and sort of have a strong voice. Gloria, have people usually been forthcoming with the honorees, been forthcoming with suggestions, but completely they usually know who’s in there in a circle who talks about them well, and those are the people that we want. And what i find is that when when, you know, when you’re asking someone to talk about, you know, their friend or or colleague there, they’re excited about that. And it is true about choosing the right questions because someone could talk forever or sort of go on about anecdotal stories. But you want to get key points, but it’s it’s so far, it’s been fairly easy finding the right people. Okay, okay, russ, what else? What else should we be thinking? Let’s? See, i would say, well, i mean, you want to. Well, on a technical note, i mean, mary is sort of brothers before, but you want to on the wants of the video is complete. You want teo and you’re ready to show it. You wantto have sort of technical overheard you want have at least one technical rehearsal going into the presentation because this is generally these air live events. And so you want, teo, make sure that, you know, you have redundancy and the way you can play the the video that is to dvd and it’s on a digital file, and you want, if you can, we’d like to go the day before the event and play the video on the actual equipment that’s going to be used on that night, you know, one of these, you know, when he surprises and you know what? We’ve had surprises. Yeah, but you basically a tech rehearsal, you want to have a technology just want to know that that thing is going to play, you don’t want it, tio have a blank screen. When when it’s showtime. Okay, it’s just so surprising, tony, all the money that goes into a benefit on dh, the flowers and the meal and drinks, and then not to have the a z tech staff, they’re revealing your material beforehand is, you know, it’s absolutely crucial to have that done that work that you put into the video it’s going to show and the videos going to be seen exactly the way you intended it to be. Russell russell, who did teo? Some problems that you’ve seen the past mary’s there are is there a exactly actually rushing to that? Okay, is there a bad story that yeah, i mean, we’ve we’ve at a gala of a few years ago, they just could not get the video to play, i couldn’t get it to play at all and so oh, and i had actually gone the day before, and i saw it play on the on the equipment, but they switched it out last minute off the equipment they switched the equipment, anime and so it’s i mean, really, i mean, i’m once i deliver it, i i should be done, but i always like to make sure i’d like to be in the room at the time and trouble shoot help figure it out, but yeah, you know, a t end of the day, they did get it to work one minute before went up, but, you know, it was a nail biter, okay? Okay, tech rehearsals. Decker, husky and i would also say to to plan ahead on the other platforms you want to use the video so, you know, my what i do is sort of, you know, let ross know that i want to be able to put on youtube or post on facebook because he’ll have to go through the process of compressing the video so we can use it on different platforms, so always remember think ahead like, yes, it’s for the night of but where else do i want the studio to go? What other technical issues become arise? Arise uh, mary, what is a b roll on? Dh what’s its role? Oh, sure. Well, this is b roll is shots of the area, perhaps where a building is, maybe it’s, maybe you’re going to be shooting in a playground. You’re interviewing somebody in the playground, but then you would take shots of children playing in the playground it’s a sort of execution, a sense of the setting of the environment where the organization is making an impact, for example, and it’s usually shot there’s, not any audio, but so that then you can take voiceover. Perhaps an interview is running long, but they’re an important points in the interview instead of focusing. On that person’s face, but all time you can go to the dear old, you can go to the setting that interview because speaking about and you can show different shots, and it really gives much more visual interest to the piece because that’s, another thing that we see often in the’s er honoree tributes is that they’re too many talking heads and low people, maybe making good points. It gets a little boring visually just to see people speaking all the time. So it’s great teo, you know, encouraging the production team to go out and get some b roll, because then it will just make the video that much more interesting. Visually on dh photos there’s a photo archive that could be good. Good b roll material. Also, photos are great and you and you could do a lot with photos now. I mean, in the age of photo shop, i mean, you can take part of the image and highlight a part of the image and you can do a lot creatively inside a photo. So all those photos that are, you know, sitting, you know, in an archive somewhere or in a file cabinet those need to be repurposed and brought out to help help help tell the story. I mean, it definitely adds a personal note. Two stories, you’re nodding a lot. Yeah, and i was just going to say two and even other videos in twenty eleven my first year working with ross, we post some humus lee honored sergeant shriver, and i feel that’s like of fantastic video, of course, because who he is as a person, but we were able to use some of the video from forgetting the, i think seven poverty, thank you, a lot of his personal photos, so it just it just made the video that much more dynamic and a clip of sort of, you know, a little bit of one of the speeches he gave about poverty, and it was, you know, the night of, you know, it really moved the room, and so exactly you want you want the video to be more dynamic, and i would say to what? They would get a lot of b roll, because then it allows you to repurpose the video later on, because when you’re getting a lot of shots, whether it’s, you’re the neighborhood you’re working in. Or the you know, the youth program that you worked with. Get a lot of that, because then we could recut it later. Ross could recut it later, and, you know, use it for other purposes. Let’s. Just remind us who sergeant shriver was sergeant shriver. Wealth in the legal world, he was a founding member of sort of legal legal services corporation and he’s. Been way was instrumental, very instrumental in shaping legal services in all over the country, was tapped to be to start the war on poverty and to the johnson administration, yes, and that’s. Sort of. Out of those johnson programs came legal services corporation and brooklyn legal services. Sort of. Ah. Organization that came out of that right and because i know you’re serving your e-giving legal assistance, low income not only people, but also but organization organization. Yes, we also provide legal legal services to non-profit organizations engaged in community development work. Ross, how are we going to do all this in how many minutes? This is sounding like a thirty five minutes, forty minutes winning documentary, but it can’t be the night of the gala does not allow for a forty minute documentary on individual no, he needs to be really tight. I would say no more than five minutes. Somewhere between three to five seems to be a sweet spot where people can engage. You can tell a good story in that amount of time, and people you want to leave them wanting more. You don’t want them saying, you know, when i’m going to get my next drink or order? Yeah, so they want they want a nice a short and sweet and impactful. You really wanted teo leave. You want to have to start, start strong and strong and have an emotional impact. What advice do you have turned a little bit to the to the to the event thie event coverage, not showing but the run walk ride gloria, is this brooklyn a involved in have events like that or we don’t do any runs, it walks, we do we the past couple years, we film the actual program itself. So ross has done that way do cover that we do cover events, we covered the night of just so we all the speakers are covered, and you have a fear archives, and you, khun, for people who couldn’t make it that given night, we post that online and ok, we generally shoot that with two to three cameras. So there’s some variety in the visual. Okay, okay, uh, what else? What else around anything different that we would be doing for something that is going to be an outdoor run, walk, ride, race? Something like that? Well, i mean, you know, there are so many we’ve covered races where we’ve thrown guy’s on roller blades with steady cameras on steadicam, saand and video cameras now there’s so many great wearable cameras, you know, we we will put those people out in the race, he’ll actually do the race, or they’ll ride along in a bike to capture the footage to get that get that sense of, you know, this is what the event is. This is how how people engage on the actual walk and running component of the race. And then you wanna have more of a more traditional cameras to record the experience after the race before the race get get people, you know, interviews and that sort of coverage where these wearable cameras warned they’re amazing how you can mount these. I mean, these these cameras, you can mount them on the surf board if you want. So you can imagine you can wear them on your chest on a hat you could wear the money a wrist there are and the images spectaculars, um and the whole idea. Pardon me till he’s no upleaf is capturing the energy and enthusiasm of the participants in the event so that you can bend, cut, ah, highlight reel and use it as a terrific recruitment volunteer recruitment and part participant video. You can cut something short that can be shared on social media platforms saying, hey, look at a great time at this event last year come on and join me this year. Sign up for my team and let’s walk together yeah, it’s a great way to engage you know, the young young people and it says that this is definitely the place to be. We’ve actually covered races and repurposed the footage. Not only is a end of year wrap up video, but use that as a commercial, we’ve used the the actual footage, the b roll footage from the event used it in a commercial to promote god’s love we deliver. You could see that on our website, actually, which is a riverside digital dot com? Absolutely, gloria, how have you repurposed some of the honoree videos or the end or the gala videos that gala coverage that you’ve done well so far, we’ve repurposed, um, to do like a sort of organizational wide about brooklyn legal services video, so we’ve used some content for that, but we are actually at the stage now with ross having discussions about now that we have this powerful leo videos, what to do next with it? And so really for me, it’s thinking about our larger communication strategy again, sort of how i want teo expand our reach, i engage people s o looking at all this content that we have and see what we can do more, you know, to do more with it. Very nice position to be. And to have that video portfolio teo, turn to wey have to leave it there. Rossman, akello and mary carlin are with riverside digital productions. You’ll find them at riverside digital dot com gloria ramon, director. Development of communications for brooklyn legal. I kind of garbled brooklyn, brooklyn legal services corporation a and they are at b k a dot org’s. Mary ross. Gloria. Thank you so much. Thanks, tony. This has been great. It’s been a real pleasure. Thank you. Thank you. Pleasure. I want to remind you that spring and summer are are here, summer’s coming spring is here. And i think that now is the time for you to be thinking about your summer plans. Or maybe even fall plans. You work in a e-giving profession and that’s what we’re all about. And you’re giving day in and day out. And probably not just eight hours a day, but ten hours, maybe. Maybe. Mohr some days, weekends. Weekend work. Not so uncommon in non-profits you’ve got to take time for yourself and summer and fall or good times to do that, a lot of people, obviously we take vacations, but planet now start looking ahead now so that when summer is when it’s labor day, you’re not looking back saying, where the hell did summer go and how come i didn’t take time off? So please, if you’re going to give to others, as you do and you get joy from doing it, you’re going to give i believe you’ve got to take and that is taking time for yourself. So plan now and rejuvenate later and that’s tony’s take two for friday, the fourth of april fourteenth show of the year. Very glad now, tio introduce a piece from be become the blackboard conference in october of last year with divers stanley from blackbaud this is a board that brings in the bucks. Welcome to tony martignetti non-profit radio coverage of bb khan, twenty thirteen, where outside washington d c at the gaylord convention center in national harbor, maryland. I’m with debbie stanley. She is manager of the customer service team at blackbaud, and her session topic at bebe khan is building a board that brings in the bucks. I love the alliteration, as listeners will no doubt be stanley, welcome. Thank you, and i’m sorry to correct you, tony, but its manager of customers success when i was just service, you said service, and while we’re all about service, my team is about success. Esther and i wrote down success too, and i still read service alright, i’ll get another shot at the end, okay? I’ll get it straight, but its success right here. So you did? I know. Okay, well, that’s really not much of a reassurance because it just means i can’t read. I know that i wasn’t listening, i just can’t read. Um, yes, this is a big problem fund-raising boards on dh lack of fund-raising among boards, maybe the entire board or maybe some individual board members i’ve had guests on. We’ve talked about this, not that tony martignetti non-profit radio is going to change it, but why is this a perennial topic? Well, tony and that was one of the reasons i wanted to be very clear about the difference between service and success. Board members feel like they’re serving your organization by giving their time giving their talents but being a successful boardmember is giving of your treasures e-giving money helping raise money, you know, we’ve been raised in our society. You don’t talk about what the top three at the dinner table politics, religion, money? Well, the bottom line is companies aren’t afraid to talk about the return on investment, they’re not afraid to talk about what type of money they need. I mean, they put a price tag right there, but we is non-profits are ashamed to tell our board members i expect you to raise money. Why is that? I think that the the comment that was made in several of our sessions today was fear we’re afraid they’ll leave. We’re afraid that if we make that a requirement, they won’t join us in our very important work. So it’s fear and i hate that i hate that, but that’s true. So there are lessons that we can learn from the corporate side absolutely out being unabashed, talking about money? Absolutely, absolutely. And i think there’s a lesson to be learned a cz non-profit professionals and non-profit leaders get the fear out of the room. It has no place at the board table. Your constituents, the people that you serve every day are scared enough. They’re scared of going hungry. They are scared of losing their homes. They’re scared of their children, going without education, that’s something to be afraid of. Don’t be afraid of telling your family, your board of directors that you’ve got a problem, that you need their help. And that is why they are there. The number one reason for your board is to raise money and to make sure that you are financially sound. So we’ve got to get the fear out of the room and it’s just it’s, basically just going, swallowing hard and making they ask and telling them what you need. Okay, well, how are we going to get started with this way? Want to put our fear aside what we do while tony, i think that like any good problem, it’s admitting we have a problem, it’s saying, we know that that problem is out there. I mentioned today in my session that i would love to see organizations like a f p board source. Other trade organizations that served this, this very important sector of our business bringing this conversation out there and, you know, the only thing that’ll that will hurt us is not having the conversation of listening to each other, saying, hey, how are you solving that problem? It’s been hurting us, it’s, and it continues to hurt us because we’re not getting to any resolutions, and i think it’s got to be a conversation that comes out of the hallways of the non-profit andr labbate squarely into the board rooms of every non-profit not just these guys, you know what, the top level that can’t afford to make those give or get requirements it’s got to come down into our small to midsize non-profits where board service is considered a privilege at every level, you know, it’s, a it’s, a paradigm shift if you’ve got no not know what part of the country you’re from, but here and certainly this is true. If you want to serve on the board of some of the top tier non-profits they have no problem asking you to write a check for twenty five thousand dollars a year, a year exactly. And if you don’t give that money or you don’t get that money in some way you’re not on the board, but you’re going to make sure you give her get that because you want to be on the board. It is a place of honor. We’ve got to dio a paradigm shift where there is a place of honor for anybody that serves on a non-profit board, i’d love to see a f p boards source try to get some activity congress where you get a tax deduction for board service or something along those lines where we could really make systemic changes in the way that we run the third sector, where being on the board is an important valued piece of our society. Now seo’s executive directors can give their board members these feelings right with the right kind of leadership in the right kind of message is absolutely and the way they treat the board meetings and, um, engage with board members. I mean, you could do this on individual level, even without the congressional absolute about the tax advantage, absolutely we can do that, absolutely, that needs to be done. It has to be done, it’s not being done, and part of the problem with that is the ceo and the executive director’s are not being so supported by board presidents and bored leadership of mandating yes, fund-raising is a function of this board. So your executive director confide that battle all they want, teo. But if the board isn’t going to self govern, they’re not going to get very far in a meeting we had yesterday out of the forty, fifty people in the room on ly about eight of them had a board e-giving requirement and the number one reason why they didn’t was they’re bored wouldn’t enforce it, so you’re you’re e t kayman lee do as much as they can dio and then their hands get tied if they can’t be supported by the efforts of the board dafs how do we start to change the mind of the other thirty eight, thirty years in the room? I really think that it starts with educating the public on what it means to be on a non-profit board ah, the fund-raising requirements in the need i love the talk, the ted talk, the ted talk that all the non-profits latto damp alatas, ted talk because it’s so important to understand that there isn’t just in general operations and restricted dollars, but it costs money to run a business, any business and non-profit is a business, you know, you talk about the executive director’s, you know, encouraging their board members to be a fund-raising board we’re we’re we want to force them to do that, but we don’t want to pay them anything, you know, we want that to be a volunteer effort because our it’s just it’s, it’s, it’s whacked, it’s whacked thinking so we have tio start educating our public on what boards service on a non-profit is really about we need thio increase visibility for volunteerism s o it just it’s education, okay, education, but, well, let’s talk about how the, how the edges sarrantonio can start doing this when we need some some concrete steps. But why? Why do you wantto make sure listeners know that you can find that dahna video that debbie is talking about by just googling dan pelada, it’s, two l’s and two piece and the name of that video is the way we think about charities is dead wrong. When we did a show on that, you’ll find jean takagi. And i commented over over two shows up one each month. He’s, on once a month about how we got to these steps, thiss stage and how. The plot of vision could be executed. You’ll find that with me and gene takagi. Okay, so, debbie, what are we going to do? I mean, what is the executive director seo gonna do? Concrete steps. How do we start? Toe make the board members feel what you’re talking about. One of that in our in our session today. What? We talked about it it’s like birthing a baby, you know, start recruitment. It does. It does. And if you see it in the in the same terms, they’re fresh there knew you. You made him from scratch. I love that line. S o build him up. Right. So the first thing is, you know, you want that baby to be able to hold up their head and look you in the eye and say, i know what this is all about. I get the mission, i can articulate your mission. I looked around that room and i said, how many of you non-profit professionals today, ken, recite the mission of the organization? I had to tell you, tony, i was a little taken aback that not very many people raised their hands. We have to be able to articulate that mission in a very simple, short sweet sentence, and we is non-profit professionals have to be able to do it, and our board has to be able to do it. We talk a lot about the elevator speech, the two minutes if you’ve got something and say, hey, i heard about that board, what is it you want to make sure they’ve got that down pat? So i think that’s number one, make sure they can hold their head up high and they can look you in the eye and say what that organization is all about. The second is about building the body. Now that you’ve come raise your head, you want to make sure that they can sit up straight and that’s the heart, make sure that they’re giving first of all, we’ve got time telling the treasures, bottom line, they have to give you money, they had to give money. There are very few corporations or grantspace foundations, that well funded organization that does not have one hundred percent board giving, you know? And yeah, that doesn’t mean you have to give twenty five thousand dollars like you have. To for the new york symphony, give a gift that is meaningful to you. You know, if if i go and ask my mother for a loan, i better make sure that i really don’t have a thousand dollars sitting in my bank account when i go and ask my mother for a two hundred dollar loan that’s just not right, and we’re serving this because we want to do the right things, do the right thing, invest in the non-profit so making sure that heart is right and then it’s what you do give your board things to do, give them riel task, you know fund-raising is not just about the ask it’s not just sitting next to somebody asking them for money are asking them to contribute in the room ways. There are other things that board members could do around fund-raising that i’m not soliciting. Exactly host a party at your house. Um, introduce the organization to new people absolutely acquire new donors, absolutely go through a list of donors and make connections for them. There’s any variety of things that a non-profit boardmember can do, they can write a letter to their congressmen, do some advocacy. Help get a grant by writing letters of support, there’s any of a number of ways, things that that organizations can’t even on the stewardship side thanking donors, maybe have, ah, call bank of of trust is actually, one of the suggestions we made this morning was exactly that. So there was a reason calls to make you’re saying, thank you, i know it. Don’t you love that? Yeah. You’re listening to the talking alternative network. Oppcoll have you ever considered consulting a road map when you feel you need help getting to your destination when the normal path seems blocked? A little help can come in handy when choosing an alternate route. Your natal chart is a map of your potentials. It addresses relationships, finance, business, health and, above all, creativity. Current planetary cycles can either support or challenge your objectives. I’m montgomery taylor. If you would like to explore the help of a private astrological reading, please contact me at monte at monty taylor dot. Com let’s monte m o nt y at monty taylor dot com. Are you suffering from aches and pains? Has traditional medicine let you down? Are you tired of taking toxic medications, then come to the double diamond wellness center and learn how our natural methods can help you, too? He’ll call us now at to one to seven to one eight, one eight free that’s to one to seven to one eight one eight three or find us on the web at www dot double diamond wellness dot com way. Look forward to serving you. Talking alternative radio twenty four hours a day. If you have big dreams and a small budget tune into tony martignetti non-profit radio, i d’oh. I’m adam bron, founder of pencils of promise. So there’s all kinds of things, that non-profits khun, do you know, tony, we sit there forever, and we say they won’t raise money, they won’t do this, they won’t do that. We’ve got to take some responsibility, too. I’d say we’ve got to train them, we’ve got to help them. We’ve got to, you know, create an environment where fund-raising is easy, okay, you mentioned a couple of very important things, training and support who should be doing this, training the executive director, thie staff of the non-profit, together with the board chair, together with other members of the board and it really it’s about your non-profit. Yeah, there’s. No one size fits all, but it is creating a culture where fund-raising is the primary. I’m stopping myself because i hate to say primary because and for specifically, right after i said different strokes for different folks, you gotta look at your non-profit and decide how you’re going to execute it, but the bottom line is you have to execute a plan where fund-raising is a critical part of that plan, and so it can be everything from an annual training session where you bring in outside counsel. I’m a big believer in bringing outside counsel they here from a different set of ears, then that voice they hear every day when they hear that voice once a year, you can get some points across. She can’t another ways sometimes that can say things about what you’re saying points across, they can say things that insiders can’t say. Well, you know, the insider can say it, but they don’t hear and then they’re right in some ways you can’t say it it’s like that elephant, the room everybody knows that person right there needs to be off the board, but it takes a consultant to come in and say, leave no before somebody here is that so you had training creating a culture of environ unenviable mints of fund-raising have good board materials, good board recruiting, good board training. So it’s very clearly spelled out that this is what we expect you to do. I hear a different advice on this around the the the expectations of boardmember ship at the recruitment stage what’s your advice around whether there should be a document that signed that i understand i’ve read all these expectations, and i intend to live up to them versace laying it out, but maybe not being as formal as as a signed document. You have a sense of that always the signed document, never, ever, ever not a signed document. So you could say, i have an opinion, okay? And and my reason is this when you sign any type of car or when you enter into any kind of contract there’s a signature involved and you are entering into a contractual agreement with a non-profit that says i’m coming, i’m taking a space on the board. I am going to adhere to my duty of care as late forth by the attorney general, whatever governing body governs this non-profit in exchange, you’re going to provide me training here to provide me opportunities to serve and i’m going to do this in exchange for this partnership that we’re entering into for the next two years. So you actually like to see it laid out in the form of a contract? Well, you promised it, maybe not illegally, yeah, yeah, i’m not. I am an attorney, but i’m not using it that way. Now you’re not legally enforceable agreement in terms of, i promise to do this and you, the charity or promising to do that, absolutely a memorandum of understanding. Okay, yeah, what about the another area that you mentioned support with training, there has to be ongoing support. How should the charity be supporting its boards? Fund-raising i think that at every first off, i’m a big believer in fen development committee’s, as part of your board structure, and then they kind of oversee all of the fund-raising activities at the board level and beyond. But i think that thie support from the non-profit is ongoing and systematic at every board meeting. There’s a report there’s request there’s follow-up your development officers very involved with the board giving program ah there’s annual training on fund-raising activities, maybe quarterly training on different trends going on, it is an integrated part of your board meeting in your board culture. Okay, so actually, an agenda item. Oh, yes. Oh, yes, yes, i showcase today. Ah, couple of items that i would always include in your board package is part of your fund-raising reporter you’re dealt development report and one of those is you’ve got your annual campaign. You’ve got your events and how much they raise. Well, your board giving program should be reported on his well, it doesn’t have to be a dollar amount, but your goal is for one hundred percent of your board to give every month put it in there. Is it sixty percent? Is it seventy percent? Is that thirty percent and make them look at it every month and it’s like you’re going to know you gave? I’m going to know i gave there look around the table and they’re wondering who didn’t give. All right, what we’re going, what we’re gonna do with the with difficult cases it’s, easy to say, get them off the board, but that’s often very difficult right now, you can’t just i, you know, it’s, just we go back to the analogy of birthing a baby. You can’t give your kids back, but boardmember zehr are some ways that you can encourage them to seek service other way other way other way, first of all, big proponent of of term limits. So if you’ve got a two year term or a three year term, scattered terms, then you know you’ve got this problem. Herson, you’re only going to have them for a short amount of time. That’s one that is easily executed, easily implemented. The second we talked about signed or not signed agreements, you’ve got a signed agreement. I’m going to do this, you’re going to do that, and if you don’t here’s the agreement. That’s. The easiest way to make sure that you’re bored or all doing there are behaving themselves. They’re behaving in the manner in which you expect, and as we’ve said, this has to come from leadership. The board chair has to embrace this in order for it to be a part of the culture of the board. Absolutely, yes, the board has to embrace it, and they all have to agree that this is behavior in which they’re going to hold themselves accountable. What else would you like to say about getting bored that brings in the bucks? I i’m honored to speak to this topic, first of all, because i feel so passionately about it, and i do believe that we’re seeing improvement. It’s not there yet, but it will get there. And it’s continuing the conversation. We have already gone a long way in the last couple of years of getting away from the diatribe. We’re not going to pay our people. We’ve gotten to a place where we are professionalizing the non-profit sector and i am thrilled to be part of those conversations and i am honored as i said, to continue with these dialogues and i think that’s just what we have to do. We have to keep talking about it. We have tio continuing. Continue with the education, treat the non-profit sector as a person professional business and they will act more professionally. It’s, just like your kids. Tell him what you expect and hold him accountable. Debbie elliot. Sorry, debbie stanley. This time i messed up her name. First time s geever topic. Uh, title that’s. Terrible that’s. Okay, you may be memorable. I’m sorry. Debbie stanley is manager of the customer success team. Blackbaud, thank you so much for being a guest. Thank you, tony, for having me. It was a pleasure, right? Tony martignetti non-profit radio coverage of bb khan twenty thirteen. Thank you so much. For listening. My thanks to everybody at blackbaud and bb con for all their help and and the very nice stage position that that i had on the exhibit floor, doing all the interviews from there. Lots of thanks, tio. Everyone at blackbaud next week, author dennis miller. He’ll be on for the hour talking about strategic alignment in his third book, what are we aligning and why is it important for your success? Our creative producers claire meyerhoff sam liebowitz is our line producer shows social media is by julia campbell of jake campbell. Social marketing. The remote producer of tony martignetti non-profit radio is john federico of the new rules he’s, the one who helps me when we go to these conferences on our music, you know this music it’s by scott stein. He’s around brooklyn. 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If you would like to explore the help of a private astrological reading, please contact me at monte at monty taylor dot. Com let’s monte m o nt y at monty taylor dot com. Are you suffering from aches and pains? Has traditional medicine let you down? Are you tired of taking toxic medications, then come to the double diamond wellness center and learn how our natural methods can help you to hell? Call us now at to one to seven to one eight, one eight three that’s to one to seven to one eight one eight three or find us on the web at www dot double diamond wellness dot com way. Look forward to serving you. Talking. Hyre