Tag Archives: mentoring

Nonprofit Radio for May 30, 2022: Mentoring

 

Don Gatewood: Mentoring
Don Gatewood shares his extensive experience with professional and personal mentoring—as both mentor and mentee—so you know what to think about before you enter a mentoring relationship, and what to expect. He’s with The Initiative Baltimore.

 

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[00:02:34.44] spk_0:
mm hmm. Hello and welcome to Tony-Martignetti non profit radio big nonprofit ideas for the other 95%. I’m your aptly named host of your favorite abdominal podcast. Oh, I’m glad you’re with me. I’d suffer the embarrassment of blepharoplasty. Jah if I saw that you missed this week’s show mentoring Don Gatewood shares his extensive experience with professional and personal mentoring as both mentor and mentee. So you know what to think about before you enter a mentoring relationship and what to expect He’s with the initiative Baltimore And Tony’s take two help for Uvalde texas. We’re sponsored by turn to communications pr and content for nonprofits. Your story is their mission turn hyphen two dot c. O. And by fourth dimension technologies I. T. Infra in a box the affordable tech solution for nonprofits. tony-dot-M.A.-slash-Pursuant D Just like three D. But they go one dimension deeper. We had audio issues in the recording for this show. I cleaned it up as best I can. Um there were actually a lot of problems in the introduction. So to give Don Gatewood a proper introduction, I’m going to read it now. Don Gatewood is co founder and ceo of the initiative Baltimore. He’s a professional leadership consultant and hosts the podcast. Leadership and professional development with Don Gatewood. He’s lead large teams in program operations, strategic planning, accounting communications, compliance and fundraising for several organizations like the center for workforce inclusion. American red cross and Goodwill industries of greater Detroit and Washington D. C. The initiative Baltimore is at the initiative Baltimore dot com and Don is at Don Gatewood dot com. Here is mentoring. Don Gatewood Welcome to nonprofit radio

[00:02:36.94] spk_1:
thank you so much for having me today. I’m super excited to be here.

[00:02:51.74] spk_0:
I can tell. Thank you, Thank you for being excited. It’s a pleasure. Pleasure’s. So we’re talking all about what was your, what was your entree to mentoring? What did it start as a mentee or did you start as a mentor? How did you begin your mentoring?

[00:03:37.84] spk_1:
Absolutely, absolutely. I’ll never forget it. I was 19 years old at Wayne State University, which is where I went to college, my undergrad and I had recently pledged a fraternity alpha phi alpha fraternity incorporated and shortly after I crossed and became an alpha, I had to decide what contribution or impact that I was going to have on the chapter. After all, they weren’t having people become a member of this prestigious organization and you just sit around and do nothing. So some of my pro fights that you call them, they encouraged me to consider mentoring because there was this new initiative with the big brothers, big sisters of America. It was a new partnership that we had and I said, Wow, that sounds interesting. I’d like to mentor a young man that lives in the Detroit area. I was 19 going on 20 and I was connected with a young man named Jerome who was in middle school headed to high school and that’s where the mentorship bug started for me at the age of 19 years old.

[00:04:04.14] spk_0:
Okay, see at 19, I expected you to say at college that you had a professor or someone who was mentoring, you

[00:04:05.76] spk_1:
know,

[00:04:06.53] spk_0:
jumped in, you took the, you took the role as Mentor, 19. Okay, Alright,

[00:04:11.28] spk_1:
Right. Absolutely, but to be fair I did have some folks who mentored me in an unofficial capacity and I don’t think I had the language to know that it was mentoring in some cases because it wasn’t official, but this was the first time that I felt like I was in an official mentoring capacity where it was defined and understood. So that’s how it all started.

[00:04:46.74] spk_0:
Thank you, you just have the word to find uh since, you know, I think most, most folks have a general sense of mentoring but since you and I are talking in detail about the importance of it and the power of it, what you’re the expert, how do you define mentoring?

[00:05:19.04] spk_1:
Right. So the thing about mentoring, truthfully the term, it’s, it could look a lot of different ways. It just depends on the, the contract, whether it’s verbal or official, whether it’s professional or more social, but there is, there are regulations that are sometimes established with the mentoring in some cases it may be weekly, in other cases, it may be monthly, quarterly, so it just depends on the relationship that was established in the case of the Big brothers program though, I understood that there was an expectation that I would meet with the young person at least monthly and that I would make a commitment to reach out to them or they will reach out to me once a week via phone, email or text. So that was the general expectation. Now to be fair you don’t want mentoring to be so formulaic and so robotic that it feels unnatural for either party cause that’s not fun at all, ideally the relationship will be developed and you’ll find a groove. But in the beginning there has to be some type of parameter of expectations for both parties so that each person feels that their needs and expectations are being met.

[00:05:59.55] spk_0:
So it could even sometimes being writing

[00:06:45.84] spk_1:
absolutely absolutely in the case of like for the Big Brothers Big sisters, it could be in writing and I know for some other organizations when young folks are being mentored in a mentoring uh space right now where with initiative Baltimore, of course we meet with them on a monthly basis, but absolutely in writing it really can help both people understand expectations because see that’s the thing about mentoring someone, we have our own needs, but the mentee, they have needs as well and our job is to make sure that we meet in the middle. So all of those expectations are met because sometimes these mentoring relationships don’t go as well as both parties would hope. And so those written expectations can prevent some of those unfortunate things from happening. And boy do they happen?

[00:06:54.34] spk_0:
Okay, well, since you, since you teased the idea, what are some of the potential problems pitfalls that can arise? So we so we can avoid them.

[00:08:08.54] spk_1:
Absolutely. So depending on the reason for mentorship, there usually is a need, whether it’s a professional development need, whether it’s a young person preparing for college or whether it’s just learning how to be, you know, an effective member of society, people have needs and sometimes that need could be more time sensitive than others. So let’s say for example, I’m in a position where I’m mentoring someone who’s preparing to become a manager, that’s their goal, so I’m there to help mentor them because they’re wanting to become a manager, but yet they have a specific timeline, they’re trying to make this change happen within the next year and so that’s not a long amount of time. So in theory, you would need to be engaging with one another more frequently for both parties to get the benefit of the relationship. So if the mentee has this goal of achieving the goal in a year, but yet the mentor is only available once a quarter, then that process the whole, the information sharing and relationship building that’s supposed to happen so that the information is given and received and learn, it may not happen in a timely way and that could affect the person’s ability to achieve their goal. So that’s in a professional example of what could happen because some people really do need the mentorship, they don’t have it, they need the help, they need the guidance and they’re relying on you to provide that guidance and if you can’t be there in a reasonable timeframe it may stymie their development or their their expected outcomes and that’s not good.

[00:08:57.34] spk_0:
So that goes back to what you had said earlier about expectations, you know if this person is trying to advance their career within a year, make a make a move to management within a year and the mentor is only available four times in that year, you know that that sounds to me like a doomed relationship is not going to get what he or she needs

[00:09:02.04] spk_1:
Absolutely absolutely

[00:09:04.73] spk_0:
right.

[00:09:54.34] spk_1:
And then one other thing to consider in any mentoring relationship, there is a period of trust, so in order for the outcome to be achieved and this is the part that often time isn’t talked about as much as it maybe needs to be is that there’s a trust factor because this person who is the mentee, they may have needs from the mentor but they have to be trusting in order to be open and honest and allow themselves to be vulnerable so they can get that information and so that’s a process that can be developed with the relationship and the bonding, but if that relationship isn’t there, if there’s too much space in between, then the person may not feel comfortable, even when you do talk and so those conversations may not be as effective because the trust in the relationship building did not happen and so as a result they’re not as open. So that’s another thing to consider when we’re talking about engagement and just how that relationship building works.

[00:10:07.54] spk_0:
How do you establish that trust early on in the relationship?

[00:10:19.94] spk_1:
One of the most important things that people like to feel is they like to feel heard and so and understood and so in any mentor mentee relationship, people, they have vulnerabilities, that’s why they’re in the space where they’re asking to be mentor to begin

[00:10:31.10] spk_0:
with

[00:11:58.04] spk_1:
and and so with those vulnerabilities, there could be sensitivities where people can feel shy or maybe feel that they’re not good enough and so there could be a lot of emotional feelings around this area while you’re in their life to begin with as a mentor. So one of the best things that the mentor can do is to, you know, help them feel heard, help them feel understood even in areas where there’s a lot of work to be done, we still have to understand where we are and how we got there and appreciate that person for where they are while we’re working toward getting to a different place, but people have to feel appreciated and heard and not judged because again you’re vulnerable in the mentor capacity and then on the other side, this person who’s mentoring you, they have the skills, they’ve reached a certain level of success and so that can feel intimidating naturally, even if that’s not the intended, you know, dynamic, but sometimes when people look at you, whether you realize it or not, they may feel intimidated or they may say this person has everything that I that I want and I don’t have that and so we have to be mindful of the psychology of the person who’s receiving the mentorship because there’s a lot that could be going on, so by not feeling judged and feeling heard and understood is really helpful towards a person wanting to open up and to continue productively and healthy in a relationship

[00:12:00.98] spk_0:
alright and and building that trust,

[00:12:02.84] spk_1:
absolutely

[00:12:07.54] spk_0:
what’s in it for the mentor, um there’s gotta be benefits, there’s gotta be value for the mentor that that maybe folks don’t think about.

[00:12:17.34] spk_1:
Absolutely, I think that there are tons of opportunities for growth

[00:12:19.92] spk_0:
um for

[00:13:17.74] spk_1:
a person who is a mentor first and foremost, um each of us, None of us are at the pinnacle, I mean we all are growing and evolving essentially, some of us may be more skilled in one area or another, but ultimately we all are still growing and when you are mentoring someone, first of all you’re ensuring that this person has the tools they need to to be successful, um but you in order to achieve that you have to have effective communication skills um in in empathy skills that are not just important in a mentor mentee relationship, but also in the relationships that you have at your 9-5 or whatever professional space that you’re working. Oftentimes the mark of a good leader, a good manager isn’t just their ability to do the function of a job as an engineer, a doctor teacher. Okay, so fine, you can do the job technically you have the background and education, but if you’re in a leadership position, how you understand your team, how you’re able to effectively inspire them, motivate them to achieve the goal, which is bigger than any one person is. The organizational department goal is essential. So some of the tools that you use in the individual mentor mentee relationship are some of the exact same vital tools that you need to use for the team that’s reporting to you, who have goals and objectives to reach on a weekly and quarterly basis. And often times when you ask the person what’s one of their biggest concerns in the in the workplace is that they don’t feel heard they’re not getting the training that they need. And so these, this comes at a cost because companies suffer when organizations and leaders are not in sync with the team. So mentorship can certainly help develop those tools necessary to inspire the people who work for you. So it absolutely has a huge benefit to, to the mentee and the mentor,

[00:15:19.54] spk_0:
it’s time for a break. Turn to communications, They’ll develop your media strategy that means identifying your core messages, defining the channels and the outlets where those messages ought to be heard and then doing the legwork to approach those outlets and as they close those opportunities, crafting your message is appropriately that is a media strategy. Turn to communications turn hyphen two dot c o now, back to mentoring I would think for for for both to just satisfaction as you’re seeing the mentee grow, develop, you know, whatever whatever their objectives are, I would say that’s got to be enormously satisfying to the mentor, but then also the the as the, as the comfort of the relationship grows, I mean I could see that being satisfying to both to the mentee also, you know, I could see like personal satisfaction and fulfillment.

[00:15:23.34] spk_1:
Absolutely, and I want to say this, there’s a very big difference between being an expert in the field are good in the field and being able to explain to inspire and to teach their many experts who are really good, but that doesn’t always translate. In fact it could be a disaster when the person is trying to inspire or teach. And so I think in mentorship you learn that there may be some areas where you have to make adjustments to be effective and how your training and how you’re explaining things. So you do learn a lot about yourself your strengths and opportunities. Um, you know, if you’re being self aware of course, but absolutely you learn a lot

[00:16:16.04] spk_0:
interesting, I’m gonna put you on the spot. Can you, can you share something that you learned? You know, uh, you know what I opening for you in a, in a, in a mentoring relationship

[00:16:19.24] spk_1:
like

[00:16:19.63] spk_0:
that you learned about yourself or maybe the organization?

[00:17:30.14] spk_1:
Oh, absolutely. I mean there’s been so many, so many moments that I’ve that I’ve had in my life when I’ve mentored and I’ve learned, but let me see if one example that I’d like to share. Okay, so I once worked in a capacity where I am, I worked with people have been coming out of prison, they had been in prison for whether it’s 10 years or 17 years for whatever decisions they had made in their youth in the past and they had come out and wanted to start their lives in a different direction. And so I was in a position where I had a chance to mentor someone. who was a man who was older than me. And so of course, you know, you make assumptions sometimes when someone is older than you that they have a certain mindset and, and and that wasn’t, that wasn’t the case, that wasn’t the case at all. So I had made some assumptions and I had made some liberties in, in, in judging a situation, but in fact I got it all wrong, I misfired. I misunderstood the situation and where it was. And so what I walked away understanding was that you know, you can look at people and and make an assessment based off what you think you see and what you think you know? But sometimes what you think you see and what you think, you know isn’t true at all. So taking the time to when you communicate with people communicate in a measured way in a thoughtful way and not making assumptions based off what you think, you know was a lesson that I learned because I did make a mistake and quickly though I was able to identify it and make adjustments. But yeah, I absolutely made a mistake. I made assessments that just were not correct at all.

[00:18:05.88] spk_0:
Alright. Thanks thanks for sharing.

[00:18:07.24] spk_1:
Absolutely.

[00:18:38.44] spk_0:
What if the relationship isn’t going so well? Uh you know like both parties realize, you know there’s some frustration. Um you know do you do you take a step back? When do you or when do you say you know we need to stop. You know I need to mentor someone else and you need to find someone else to mentor? You know like what what do you what do you before you get to that point? What what if what if both parties just no it’s not, there’s just something wrong. How do you how do you fix it?

[00:18:41.29] spk_1:
Right. Well that’s a really good question.

[00:18:44.60] spk_0:
I mean like how do you try to, how do you address it at least?

[00:18:48.25] spk_1:
Right. Well, the first thing that the mentor has to remember is that you’re being called on to mentor for a specific reason. There is some need or some deficit

[00:19:00.34] spk_0:
or

[00:22:21.44] spk_1:
some area for improvement that the meant he has. So it’s important to truly understand that because if you understand that, then when you’re met with certain challenges and behaviors that are out of line with how it should go, just remember that this person doesn’t have all of the, that the skills, that’s why you’re the mentor to begin with. So that understanding that could be very humbling. Number two, I think that we should always anticipate that there will be moments where there will be difference of understanding thought and opinion and that’s the reason why I would suggest earlier on in the mentor mentee relationship, you talk about the fact that hey, you know, we’re here too. So I can share with you some of the lessons I’ve learned and maybe it can help you as you grow. But there there may be some things that I say that you don’t understand that you don’t agree with and you know when those moments happen, you know, we want to have open dialogue so we can talk about those things. So when you set that expectation in the beginning where you let them know, hey, it’s very likely that there will be moments where you and I are don’t see things exactly the same way uh those points are important points for us because through those moments will grow and you’ll get the, the lessons that I think that you, you intend to get from me. So we should address that from the beginning and not make it seem like a disagreement or difference and thought it’s such a bad thing. In fact it’s inevitable, it’s going to happen. The question is, how large will it be? Will it be smaller? Will it be larger? But I think by identifying it in the beginning that can help expectations be set? But then also when a person is there is a, there’s you’re out of sync that you don’t seem to be able to be on the same page. I think it’s important to deal with those things directly. And one way to do it is by establishing an advanced a weekly or monthly check in. So it’s already established that on a monthly basis you all are going to check in and see how are things going? What are things that’s going well, what are some of the things that could be going better? So you don’t wait until the problem arises to have these emergency meetings already, have it built into your, your program so that there is a safe space that’s understood to be the time that we’ll deal with these things. And then when you have those conversations, you’re able to say, this is what I’m noticing and this is what I’d like to see and then you can learn from their standpoint why it’s happening and if they can make those adjustments and if not why and then we can come to something maybe in the center, but it may not always work out. It may, but I would still say before, you know, walking away from the mentor mentee relationship, we do need to try to struggle to set new expectations and new boundaries because if you set expectations and then they didn’t work out, the question becomes do you keep setting those same expectations in the future or do you make adjustments to them? Sometimes we have to be willing to be flexible with because at first we maybe thought that this was gonna be the outcome, but based off of what you’re learning, you’re realizing that no, maybe the in goal is going to have to look different now. And once you’re able to accept that truth that it may look different. You’re relieving yourself of pressure and you’re leaving them with pressure because you’re not trying to hold to the same standard that you came up with that you realize now is not realistic. So we have to have some real honest conversations but some more thoughtful um internal conversations as well.

[00:22:30.64] spk_0:
I think it’s there’s great value in having that periodic check in where

[00:22:35.00] spk_1:
you said

[00:22:42.54] spk_0:
it’s a safe space, Tell me how you’re feeling about the relationship, I’ll tell you how I’m feeling, you know, so that it’s not, it doesn’t, it doesn’t break to a crisis,

[00:23:21.14] spk_1:
right? But one thing I do want to say that’s really important because I had a difficult moment once and it’s actually pretty recently And it wasn’t in a mentor relationship, but I’ll say this when there are difficult moments that are happening. It is important that we prioritize the issues or issues that were going to deal with because in some cases you may have identified five or six issues that are a problem. But you have to ask yourself, will it be effective for me to just list all of these issues and problems that I have, you may well not prioritize and identify the top two and deal with those because when you overwhelm people with all these things that you feel are going wrong, it can be hard to process. So we have to figure out what’s realistic and what you need to talk about and deal with and what are some of the things that you can maybe let go and deal with that another time.

[00:24:12.24] spk_0:
Are the mentor and the mentee equal in this relationship or or is the mentor have more of a leadership role? Uh, do you, do you you and, and, you know, I think for our listeners, you know, in small and mid sized nonprofits, they’re most likely to be doing professional mentoring mentoring someone new to nonprofits or new to administration maybe or management or new to fundraising or if not new, you know, junior to them, but conspiring to, to something greater. Um, is it, is it a relationship of equals or or it shouldn’t, it shouldn’t be

[00:25:19.94] spk_1:
right. I think that’s a wonderful question and I think absolutely it’s a relationship of equals. All parties involved in the mentor mentee relationship, they are equal. Even if it’s a dynamic where the person is much younger and the other person is much older, One is a male or female, you know, that one has a PhD, the other has a no degree. The everybody that’s in that relationship are equal in terms of, because each person has to fully show up and participate in the relationship in order for it to work. Now with that being said though, each person has a different responsibility. The mentor inherently has more information about the subject than the mentee. And so when it comes to being a subject matter expert, of course, the mentor has more information. They have more responsibility to help frame the experience and the, and to help guide the mentee when they’re on track or off track. But the minty also has to has to show up and be participatory and they have to again be feel comfortable with the relationship in order to for it to be a healthy relationship. I think that that relationship cannot be successful if both people aren’t showing up fully and the relationship cannot be successful if one person is entering it, thinking that they have more authority and in more power because absolutely not, each person has a role to play and it’s important to understand the limits of that role and not to overstep or under step it because that’s when things can just go bad.

[00:26:30.54] spk_0:
Cool. Thanks. What what are what are some ways you’ve seen folks grow and and mature and and that that could be, you know, that could be the mentor growing and maturing too. I’m not assuming it’s the mentee, but you know, sort of like getting a uh some of that really valuable outcomes. I don’t I don’t really want to make it sound quantifiable or anything like that, but but you know, more of the squishy, you know, like more than the humanity of it. What’s some of the ways you’ve seen either party or both parties, you know, develop, grow, maybe mature? You know, what, what what what what can we aspire to in a relationship like this?

[00:27:54.74] spk_1:
Absolutely. So when to answer that question, I want to think about a relationship that I have or that I’ve had with a with a mentor. Um I have a a gentleman who has served as a de facto mentor in my life. Um and we don’t talk all the time. It isn’t the monthly or it isn’t, you know, weekly conversation, I should have said it’s not weekly, but we do engage in professional and some of the other goals that I do have in my life and one of the things, the biggest benefits that I’ve gotten from that membership or that relationship is the fact that I understand that the journey that I’m on and the challenges and shortsightedness that I no doubt have, it isn’t something that’s unique to me and it isn’t something that other people have not experienced in a similar type of way, if not exactly 100% the same. And just knowing that there’s someone there that can help um honor and validate my experiences and where I am, it has been life changing, not just in that relationship with that mentor, but just in general, me knowing that as I’m on a journey, whatever that new journey or old journey might be that the travels I experienced the challenges or the successes, they aren’t something that’s new, that or impossible, but what I’m on is a journey that is pretty um pretty normal and it’s something that I I can, I can achieve on because others have done it and I think that that’s probably one of the biggest lessons is not, you know, it’s not about learning how to, you know use micro software or how to do this one particular thing that your mentor may have taught you, but it’s more so about that understanding that you know, you have an opportunity to grow, as long as you rely on the resources and the tools around you that you can use to grow and I think that mentorship it teaches that basic lesson that could be utilized well beyond that official relationship ending. It is something that I I lean on with with you know with all of my relationships

[00:28:53.84] spk_0:
so valuable to know that you’re not the only person going having this these frustrations. You’re not the first person to suffer with something or that that that context I think can be and the perspective can be very reassuring.

[00:29:11.54] spk_1:
Yeah and you’re not stupid you’re not a failure because you you you you made a mistake or there was an oversight it happens it’s just a part of the process.

[00:32:03.44] spk_0:
It’s time for a break. Fourth dimension technologies. Their I. T. Solution is I. T. Infra. In a box budget friendly holistic. You pick what you need and you leave the rest your I. T. Buffet. In other words some of the offerings in the buffet I. T. Assessment, multifactor authentication, lots of other security methods, cost analysis help desk and there is more you choose what’s right for your situation and for your budget it’s the I. T. Buffet I thi infra in a box At 4th Dimension Technologies tony-dot-M.A.-slash-Pursuant Just like three D. But they go one dimension deeper It’s time for Tony Take two. The murders of 21 people in Uvalde Texas were this week if you’re a quick listener then this is still fresh and raw for you. If you listen to the time shift, it could be two weeks, 468 weeks since these killings the world and our attention have moved on. The people of Yuval Day have not, I’m not sure they ever can, it depends on what moving on would look like. They need our help. If you’d like to make a gift, a vetted place is the san Antonio area Foundation, the Foundation set up to funds. Uvalde a strong fund and Uvalde Strong survivors fund. If you’d like to contribute, it’s san Antonio area Foundation. S A F D N dot org. S A A f D N dot org. That is Tony’s take two. We’ve got a lot more time for mentoring with Don Gatewood. If we’re a potential, well we could be either one, you know, we we could be Mentees are listening and potential mentors are listening to. What should we look for If if we if we’re thinking about this relationship as a mentee, let’s take someone there. What what would they be looking for in a potential mentor? You know, before they approached somebody, what what kind of, I don’t know attributes or you know, like what are you looking for in a person?

[00:32:24.14] spk_1:
Right. So the first thing that we all have to do, number one, Congratulations for anyone who’s even thinking about finding a mentor, that is a wonderful step because it identifies that, you know that there’s an opportunity there that currently isn’t in your life. So, congratulations to thinking in that way. But after that point we have to really think about what exactly is it about my life that I think that

[00:32:30.48] spk_0:
I could

[00:33:10.14] spk_1:
use some support or some advice or some guidance in whether it’s professional, whether it’s spirituality, whether it’s, you know, a relationship with a child or a loved one or you know, a wife or husband, what exactly, you know, ceo of yourself managing your own affairs, what exactly is going on? Or are there different areas that you are looking to be mentored in simultaneously? So identifying which it does take some level of self awareness, knowing oneself, knowing oneself, strengths, weaknesses and opportunities. So once you’re able to identify that look within and maybe write it down, I believe in writing things down, people write things down because it it makes it real when you write it down or type it in the computer and once you’ve identified those things, then you can move forward, recognizing the the type of person you need to connect with because they have skills or success in those areas where you have determined to be areas where you’re wanting to grow. So I think it starts with self evaluation and understanding what it is that you are trying to grow in, what are your goals? What are your objectives? What are those areas? And that would be the first step I would suggest.

[00:34:19.74] spk_0:
Okay, and then what what, what is still you know going further than what what are you looking for in someone who or what are you asking them to to commit to? Um Well no that’s different, that’s different. You and you you talked about that you know early on and verbal versus written and the expectations but um you know in terms of maturity um you know accountability you know do they are they someone I I think I can rely on

[00:34:24.76] spk_1:
right?

[00:34:26.02] spk_0:
I’m I’m I’m really just kind of stabbing at the dark in the dark, you’re the you’re the subject matter expert,

[00:36:01.73] spk_1:
right? And so there’s a so there’s a certain level of preparation that you can make which is what I’ve suggested with you know framing the mentorship as well as asking yourself introspective questions. So there are some things you can do on the front end to the best of your ability to create an environment where the mentor mentee relationship can possibly be successful. But you gotta remember we all are just human beings and a person could have all the skills in the world on paper but that does not mean it’s going to translate into a relationship that’s gonna be fruitful for both. So there’s there’s there’s an extent to how much preparation that that you can do in in advance but in terms of you know finding a person of course you want them to be available. You want them to be in a position to to listen and to to be empathetic and you want them to have demonstrated experience in the area that that you’re looking for. But you got to remember that your mentor is just a human to who’s juggling life and has challenges and may have periods where they’re more available and less. And we can’t be so quick to dismiss someone because the mentor who you are, you sort out is imperfect or they are not able to do everything exactly as you had hoped because that’s not the way that it goes. So I think that they do have to have expectations that are grounded in real realism as well because I do think that a mentee if not careful, can put expectations on the mentor. That could be unrealistic. And those expectations can be the reason why the relationship isn’t working. It may not even have anything to do with the value of the person, but it’s just how you envision and when they’re not meeting your your vision then you see it as a failure with really what needs to be adjusted is your expectation.

[00:36:31.73] spk_0:
Yeah. I I guess what I’m getting what I was getting at is you know, something that you said earlier, you know the greatest subject matter expert in the world on something, you know, doesn’t mean that they’re the greatest mentor. No, no,

[00:36:40.16] spk_1:
no, no not not not at all. But I will say this a lot of a lot of folks they do, you know, want to be mentored by someone who has a certain name or a certain reputation in the community and I do get that, but sometimes those folks are not available or they may not be the best mentor because of the other obligations that they do

[00:37:31.03] spk_0:
have. Alright. And if you’re a mentor looking at a potential mentee, it sounds like and correct me if I’m if I’m presuming if I’m presuming wrong, but I’m thinking it would sound like you would want someone who’s done some introspective work, thought about what it is they want to get from the relationship, you know, what, how do they want to grow if if you’re if you’re a mentor looking at a potential menti sounds like you would want someone who’s done that, that that personal work.

[00:39:12.82] spk_1:
Right. Right. But at the same time remembering though that there’s a spectrum, so people show up at different phases and some need more support and some need less support. So you got to remember that depending on who you’re connected with, they may just need more support or there may be some foundational things that you presume that they should or would have, they may not have. So a mentor has to be aware that there may be some things that they will learn about the mentee along the way that maybe they did not see in the beginning of that relationship and if that occurs, how do you respond to it, the easiest thing to do would be to let it go. But I would argue that understanding that there’s a possibility that some things are gonna show up and you got to be prepared and have some space and some latitude that you’ve built into this equation so that when it happens you’re not completely thrown off and you’re really ready to throw in the towel because a mentor, it’s almost like when you think about a you know a basketball team or a tennis person or an ice skater, they have a coach and sometimes there may be a gap there something that they thought the team would be able to learn faster. Or maybe Simona had a tennis player. We thought that with this sort of coaching, she would learn this the slice sooner but she just didn’t. And so whether you do do you just let the person go because they’re moving slower than what you thought. No, maybe you look at your coaching style and trying to problem solve. So it’s problem solving is a huge um part of mentorship or coaching. You know, you can’t just let the team go and let the players because then they’re not where you thought they should be,

[00:39:33.42] spk_0:
there’s such enormous value in this. I I see you know for professional growth for personal growth for both the mentor and the mentee. No it’s just it sounds so rewarding. You know, you’re you’re motivating

[00:39:35.42] spk_1:
at it is very rewarding because here’s the thing, we all have our area of expertise, whether

[00:39:41.52] spk_0:
it’s

[00:40:18.81] spk_1:
education, whether it’s medicine, nursing and it’s not enough for you to be good or passionate about your job. You want to make sure that your field is in the hands of other people who are equally passionate, equally qualified and have the skills to do um good and good faith in their positions. And there’s no people don’t just wake up and swallow a magic pill and have these skills. I mean, some of us really need the guidance from someone. And so for the love of the this professional space or whatever space it is, whether it’s, you know, religious or whatever it is that you do, you know, it’s it’s making sure that the people have what they need to be successful because it it rewards the greater good and we ensure that quality uh is the priority when when we sold back into it. Quality, it’s about quality.

[00:40:57.51] spk_0:
That’s very inspiring. Yeah, thank you. Don. It almost should be the place where we end, but I still want to I want to I don’t want to end yet because I want to give you a chance to. Uh so, so I guess listeners like I’m gonna ask, don you know what he wants to talk about because I’ve been asking all the questions. But so then if you want the inspirational part, you have to go back and play what, what don just said the past two minutes, that’ll be like close inspirational closing. So you’re stuck with a lackluster host, I’m sorry, you know your

[00:41:04.92] spk_1:
but

[00:41:18.51] spk_0:
you know, but you said something very that was very inspirational, but I still want to give you more time. So you know, what is it, what what would you like us to know that that I haven’t asked you about yet? You know, I can’t, you’re again, you’re the expert. What what what more is there that you want us? You want us to know about mentoring?

[00:42:03.90] spk_1:
Well when I turn on the news, when I walk into work spaces and my job, when I think about previous positions that I’ve held when I see the kids walking to school because I have a school, the math of high school right across from the building that I live in and I just see so much opportunity and and so much need across the board. I mean people wake up everyday wanting to do their absolute best. I believe that the majority of us truly feel that way now some of us, I don’t think that’s what we want, but that’s what we think, but I believe that the great majority of us, we really do want to be successful and we really do want to do the best we can, but sometimes we don’t know how sometimes ego, sometimes we don’t have the blueprint or the support

[00:42:17.70] spk_0:
and

[00:42:30.90] spk_1:
so that’s where mentorship comes in and mentorship, it doesn’t have to necessarily be something that you have to do you know regularly. Um I think about my my dad, God rest his soul, he passed away, but my nephew who didn’t, his father wasn’t as involved in his life, but I remember at my dad’s funeral, he talked about the conversations that he had with my dad and it wasn’t a whole lot because they lived in different states, but those conversations were very impactful and they, they helped shape the way he thought. And so I just want you to know that you don’t have to spend seven days a week, you know, for 15 years mentoring someone, uh sometimes some of those valuable lessons and jewels that you have that you impart onto people, even if it’s not every single day they can really have an impact on people. So we should always be thinking about how we can influence someone and how we can have an impact on someone, even if we’re not in a mentorship capacity, we all still have a responsibility, mentor or not to look at people around us and say, hey I see an opportunity right here and although I don’t have a whole year to give, I have this one statement to give and this one statement could have an impact and I think that that’s a way that we all can be involved in mentoring on a small or in a larger way

[00:43:38.30] spk_0:
more inspiration, You’re amazing. Thank

[00:43:40.40] spk_1:
you. Thank

[00:43:44.50] spk_0:
you. He’s Don Gatewood, you’ll find him and his professional leadership consulting at Don gatewood dot com. Don thank you so much for sharing. Thank

[00:43:53.70] spk_1:
you so much. It’s been an honor being here today.

[00:45:09.39] spk_0:
Oh my pleasure. Thank you. Thank you. Next week. Back to 22. NTC with responding to micro aggressions. 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 dot c o And by 4th dimension Technologies IT Infra in a box. The affordable tech solution for nonprofits. tony-dot-M.A.-slash-Pursuant D just like three D. But they go one dimension deeper. A creative producer is Claire Meyerhoff shows social media is by Susan Chavez. Marc Silverman is our web guy. And this music is by scott stein, thank you for that. Affirmation scotty Be with me next week for nonprofit radio big nonprofit ideas for the other 95 go out and be great. Mm hmm

Nonprofit Radio for September 26, 2014: Critical Development Committee & Creative Commons 101

Big Nonprofit Ideas for the Other 95%

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Greg Cohen: Critical Development Committee

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Greg Cohen is senior associate at Cause Effective. He wants you to understand how important your development committee is to your board and your organization. What does a high performing committee do and how can you support them? Plus tips on recruiting and mentoring.

 

 

 

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Carly Leinheiser explains what Creative Commons is and how valuable it can be if you need video, images or pubs or want to release your own to raise awareness. She’s an attorney at Perlman+Perlman. (Recorded at NTC 2014, the Nonprofit Technology Conference.)

 

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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. Oh, i’m glad you’re with me. I’d be hit with red know cora did itis if i saw that you missed today’s show critical development committee greg cohen is senior associate at cause effective. He wants you to understand how important your development committee is to your board and your organisation. What is the high performing committee do? And how do you support them? Plus tips on recruiting and mentoring and creative commons one oh one carly leinheiser explains what creative commons is and how valuable it khun b if you need video images or publications or want to release your own to raise awareness. She’s, an attorney at perlman and pearlman we talked at ntcdinosaur fourteen the non-profit technology conference on tony’s take two, get off a less is back and a very special, a less show next week. Responsive by generosity siri’s you know them. They host multi charity five k runs and walks. I’m very glad that greg cohen is in the studio with me. He is a senior associate at cause effective since two. Thousand six he has provided training and coaching on fund-raising and governance to the boards and staffs of hundreds of non-profits for over thirty years, he’s worked to the wide range of non-profits greg cohen, welcome to studio very glad to be here. We had your colleague susan gabriel on about three weeks ago or so, and i am so in love with what cause defectives work does and how smart you all are on when she introduced me to you, i said, yes, this is definitely an important topic development committee. Please just remind us what cause effective does it’s a non-profits were non-profit ourselves, we’ve been around for over thirty years and where a capacity building group with a focus on helping other non-profits build communities of supporters with a particular emphasis on individual donors. We help them strengthen their boards both for governance and stewardship functions, as well as to make boardmember sze confident and effective fundraisers, aki function and the third area is to advise groups on the strategic use of special events. So not event management, but more the big picture of if we’re going to do something special this year, how do we make? Sure, it aligns with our capacity in our long term organisational objectives, and we don’t steer off the cliff running an event that doesn’t really fit who we are and who our audiences are and that’s related, the third part is related to what susan and i talked about using anniversaries exact effectively, basically when i would say that in a nutshell, it helps you get to the next level for small organizations that are struggling, particularly with fund-raising but also governance? Well, they may not really know that they have governance issues. Um, i think cause effective is a very good place for these organizations again, so it’s, particularly about diversifying funding when we’re talking about fund-raising for groups that have been very dependent on government or foundation, a few sources to diversify into individual donors and don’t know quite what the first steps are in aa strengthening, i think everything every organization feels its board could get to the next level so very much helping boards figure out how to be better planners and stewards of their organization. How does cause effective charge for its work? So about half our clients have a third party like united way. Or a foundation like new york women’s foundation who have funded us to work with them to strengthen them in a particular area. And about half come in having found a source of funding, either unrest, districted or a boardmember someone who feels the topic is important and helps fund our work with them. We also do a lot of work for free through partners like the foundation center and the non-profit coordinating committee, where we offer workshops, i do a lot speaking at the foundation center, i’ve never done non-profit coordinating committee, maybe you can get me in there. I don’t i’m on the board, so you are i’m talking e expected to get me, but i have done a lot of the foundation’s enter through the years on either planned e-giving or charity registration. They have an open house in november foundation center i’m speaking on plant giving a great that open house our development committee? Yes. Why is well, let’s start with why it’s important that we get to whether everybody needs one? Why is your function so important on the board as a committee? So i’m going to get a little high concept for a minute. And talk about the sociology of philanthropy and one of the key principles is that people are motivated to give and respond to their peers people who are like them in a socioeconomic way, perhaps, but i’m sure staff people listening are familiar with the fact that after a while, because they are always speaking to their boards about every possible topic, they’re urging them to fundraise becomes part of the wallpaper just become something that becomes routine. So how do we break through that to encourage and support boardmember sze to fundraise in ways that they can really here and the development committee, which is made up of their peer board members, is a key way for board members to talk to board members as a team about how we’re going to approach fund-raising for this organization, it sounds like even a small board six people should have ah, development committee absolutely so even if it’s a committee of two, although i would work to grow the board and grow that committee that’s important because the other thing is every critical function of a non-profit needs somebody who owns it. So if ah, a lot of organizations think, well the whole board should be fund-raising that’s absolutely true, the function of the development committee is to be the little wheel that turns the big wheel board fund-raising not to be the people who the rest of the board has delegated to go out and raise the money that the port thinks it should be raising, but rather it’s, the people who leave the meeting thinking about how do we move the board forward towards some fund-raising goals in between those meetings, just the way the staff does. A lot of times, i think boards delegate the fund-raising to the staff person, and they see maybe hiring their first director of development as the panacea, the cure all that’s right now, we can relax now we don’t have worry about fund-raising cause we have a director, we hired a director development so it’s his or her job. So this is why that peer-to-peer concept is so important because if we can visualize around every boardmember their facebook and lengthen networks, they’re connected to dozens, if not hundreds of people, but the staff would never have access to those folks were it not for board members willingness to be in front. Of those folk shin’s share their passion for the mission of the organization. So and typically, staff members don’t come in with the multiple of networks that aboard represents. So we say aboard is the vanguard of individual fund-raising and they have to be willing to reach out themselves to connect with other people and that can’t be delegated to staff, even if that the director of development does have networks, they’re not the networks that you, khun that person can bring to the organization their networks of other professional fundraisers, friends and family. But but it’s it’s not appropriate for this staff person to be asking their friends and family just be supporting argast that they work for well, we like staff people teo fund-raising actually, but it’s limited to their network. And if you have six, eight, ten boardmember sze sitting around the table who might offer access to hundreds more people, you’re leaving that resource untapped if you only rely on the staff to do that individual relationship building within their circles. Okay, then what is the relationship between the board development committee and either the director of development or even let’s? Consider a smaller shop that don’t even have a director development where it’s, the executive director. Sure. Well, let me start, actually, with the functions of the development committee, then it’s easier to understand. Taking taking over. All right now, i just think it’s a little. All right, well, okay. You know, i’ll say that it’s in a way the staff leads from behind. So they’re the ones who are the professionals who are thinking of, in a sophisticated way about where the organization could go for fund-raising collecting the information on what’s effective and but what they’re doing is they’re guiding the board leadership into howto have the conversation about fund-raising and supporting their fellow board members, kind of from behind, right? Okay, so so they they may in fact be either masterminding or thinking in conjunction with the head of the development committee or the board chair how we’re going to move this group, but they’re they’re letting the board voices lead the conversation around the table instead of it being their voices thie other thing is there plenty of tools that board members need? They need elevator speeches. They need talking points. They need help thinking out cultivation events to bring their friends in aa lot of different activities and events that are going to need the support of staff, the most valuable thing the boardmember brings is the ability to get someone to respond to their phone call or their appeal. Excellent. Ok, i just wanted to lay out, yeah, i didn’t want to get into detail, okay, don’t upset you, okay, we’re gonna go because right after this break was going to take right now, we’re definitely going to get into what does this committee do? Great. And then we can talk more in detail about the the staff functions to support that in detail. Sure, i just want to lay out the general landscape relationship. Thank you very much for indulging me. All right, we’ll go out for a couple minutes. When you come back, greg and i are going to keep talking about your critical development committee. E-giving didn’t think dick tooting good ending. You’re listening to the talking alternate network, get in. I think. Cubine this’s, the cook said about wear hosting part of my french new york city guests come from all over the world, from mali to new caledonia. From paris to keep back. French is a common language. Yes, they all come from different cultures, background or countries, and it common desires to make new york they’re home. Listen to them, shed their story, join us, part of my french new york city. Every monday from one to two p, m. 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. Two, 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 conscious people. Be better business people. Dahna you’re listening to the talking alternative network. Oppcoll welcome back to big non-profit ideas for the other ninety five percent. Greg let’s, let’s, move right into this. Now, what does this important development committee do? Right? So i said, it’s, the little wheel that turns the big wheel aboard fund-raising so what are the functions of that cock? First thing is, it helps the board have a conversation about what are its goals for fund-raising as a subset of the goals of the overall organization, sometimes an organization says, okay, we want to raise fifty thousand dollars from individual donations this year through a combination of our event staff driven fund-raising inboard fund-raising and that goal sits there. However, the the board itself doesn’t have its own thermometer for its own activities, and commonly there’ll be a board meeting and every will say, you know, we have the big anniversary gala coming up. I know everybody’s going to go out and sell tickets and sponsorships, right? And everybody agrees at that moment, there’s a good feeling in the room, and then they go back to their regular lives and expect, as in the past executive director and the board chair going to pull the rabbit out of the hat so what we want to do is set goals for the board specifics, both for events and overall so of that fifty thousand what’s our board promised to the organization that we’re going to do let’s say we’re going to twenty thousand of it minimum, and we’re going to have a stretch goal a thirty five toward the fifty that way, the exact director knows one they can write that number into the budget and actually spend on it rather than live in suspense until the end of the year to see are the boardmember is actually able to come through and two, it gives a rallying point throughout the year for that board development committee toe work with the other boardmember sze to say, hey, we’re up to fifteen, you know, with this spring reception, we could get toward twenty five of our goal who you thinking of bringing and how much do you think they’d be able to do? So, you know, they say what gets measured gets done and setting goals for board specific fund-raising and having knows that gold monitored, but and supported by members of the board itself is a strong way to actually tow actualize those girls. What happens if the development committee brings these goals to the larger board and there isn’t support for them, so it has to be consensus, right? You can’t the ah, one of the most important characteristics of non-profit is it’s, not a command and control culture, it’s by consensus and, of course, what’s. Most important is that you bring in the board members who have the most ability in terms of your financial goals. But if you have a board with varied economic impact in a diverse board, then you also want goals that have to do with capacity. How many new people worry bringing into the organization? How many new donors without regard to the size of their gifts, how many people are we asking and those air goals that every boardmember can embrace without regard to? Hey, i don’t know anyone of high net worth and your point earlier was that these this is peer-to-peer so its board members in the development committee bringing these goals eggs, activities exactly to their fellow board members versus the staff, and it voids the awkwardness of saying, hey, reach a bigger goal that goes for my salary. Right, you can see where that might not be a most comfortable conversation foran executive director not to set a goal, but to exhort boardmember is that’s kind of hard when it when it’s partly your livelihood that’s at stake, so that’s goal setting the second thing is i mentioned is monitoring toward the goals. The third thing is supporting board members, so checking in and saying, how’s it going? What are you hearing when you’re out talking with your friends about the work or your colleagues at work? Are there additional tools that you need? What kind of events would help you bring in the folks that you think might be most interested in your circle in our work? So they’re they’re getting the chance to ask the board members how’s this process going rather than again? Exhorting people have him leave the room and be on their own teo to meet their individual fund-raising goals there’s the idea that they’re backing them up, and in fact, we advocate a buddy system where each member the development committee takes a few people on the board if you have a board that’s large enough who are not on the development. Committee and works with them over the course of the year in partnership to help them reach their goals. All right, we’re gonna have some more time talking about the buddy system of that. Because it’s ah, it brings back to my boy scout data on ah, we had troops whims. You have a swim in the water front now on the waterfront of been inspected. That’s a part of the truth from you had a buddy system and everybody had to be near their buddy swimming. And these are body checks. So we’re going aboard united now checks and hopefully they’re not drowning in the water. The board members, they’re i’ve taken that foreign so away. Other things that the committee does but let’s sze check in which this support role is this, i guess it’s not on ly at board meetings, but but we can be particularly between the time right took in board meetings is when we’re together. We have ah good feeling of working as a group and being aligned. The hard part is when we go back to the rest of our lives, family and work and our board responsibilities tend to fade in the face of the immediacy of those other things having development committee people checking in with board members in those periods between board meetings is a way to keep that present in their lives. All right, so that’s the monitoring and support role that’s that’s, right of the committee that’s right and listening, you know, there’s such a key thing in all fund-raising but hearing how’s it going for this difficulty thing of asking for money and and and finding out what’s, easy, what’s, hard, and and also because each development committee person is talking to a few people, they start to see what the commonalities are, you know, something’s missing from our pitch, i’m hearing that from several people. What about dealing with the recalcitrant board members so kind of in a version of everybody bring in stories, but sure, if you want to tell me so in a version of the buddy system, one one great system is to take boardmember sze who are experienced and confident and match them up, whether they’re on the development committee or not matched them up with newer boardmember czar or board members who are more reluctant to ask and have them go. Out together, for instance, on and ask so that the lesser experienced person had has a chance to see how it’s done and participate first. So great great example a peer-to-peer support there thie other area that often happens is chaillou i think i’d liketo have host a house party to get some of my friends, but i’m not sure enough people will turn up, and i wouldn’t want the embarrassment of having an empty room. Well, is there another boardmember thatyou could pair up and co host together, for instance? Excellent. Okay, and we’re going to talk about the recruiting, but but just it’s coming to my now the ah fund-raising expectations e-giving of board members at the recruitment stage can we just can we talk about that confession? How explicit should we be? Should it be in writing? Not in writing? How do we have this conversation about fund-raising expectations at recruitment? Great questions so that that’s really the next evolution of board fund-raising goal setting, which is ok overall, is aboard. We’re going to set some goals and then the next step is to say, what does each person think over the course of the year, they khun do toward those various goals. Can they host an event? Will they show up at other events? How many new people do they think they can bring into the fold? How many people do they think they can ask for money and at what levels? And, of course, for their own giving what? What between events and an annual gift? Do they think they’ll give and that’s important? Because that’s really where the rubber meets the road and being able to match the aspirations of a goal with what’s actually likely toe happen over the course of the year, and it let’s board members reflect on what they can, what there actually able to do? Dahna what’s easy and then what becomes a stretch? And if you add up, if you get people to write down on ah pledged pledge form pledge is probably the wrong word, but a projection form of what they can do, and you add that up, you see two people’s own projections of what they do get anywhere close to what we’re projecting as a goal overall, and if it’s too far apart than either you have to lower your goal or ask people. To redouble their efforts. All right, but still sticking with the recruitment stage. Yes, we putting all this, these expectations in writing for the boardmember the the potential boardmember boardmember including yeah, ideally, yes, because particularly if you’re trying to recruit people who are experienced and fund-raising the more organized and clear you are about what’s expected the more comfort that they’re going to feel in joining your board. You know, they say you want something done, ask a busy person. Yes, the worst thing you could do is say you’re so great and experienced wolf will find lots of roles for you. I think busy people run from vagueness. If you say we are looking to recruit five sponsors from fortune five hundred companies, you work for such a company and you have a network. It is our hope that you will help us, particularly the sponsorship area. Then the person can evaluate. Can i step into that role? And can i meet those expectations or not? Versus so often we recruits on because we have unspoken sense of what their connections will bring spoken and and then it turns out either the person’s already committed those connections to another cause or they’re not a confident fundraiser and the last thing they’re going to do is turn around, use their business relationships for the charity. Okay, okay. Let’s, let’s. Go back, tio the functions of the of the development committee beyond the goal setting and monitoring. And so there’s ah, one really critical one, which is to celebrate success. And that doesn’t mean just when the check arrives. But when that person who was a recalcitrant, ask her, ask their first person whether they get a yes or a no, we want to say, i want to acknowledge tony for stepping forward and actually sending out that appeal that we might then want to be the step pick somebody else. Okay, okay. I don’t want the recalcitrant. Okay. Ah, so we’re doing this in public at the board meeting at the board neo-sage celebration is the best way tio provide positive feedback for somebody’s step so that’s another aspect of that pure culture, which is we all have an equivalency of effort. And when we when we step forward to do that and show her on the bus ah, the rest of us acknowledge it and celebrated and in all forms you notice? I wasn’t talking about the amount of money i’m really talking about nufer fund-raising activities, right? And what other one of their activities should we be should be celebrating the first ask the first ask turning out ah, above and beyond kind of number of people to an event taking a leadership role by hosting an event or at the event itself, doing a great job with follow-up and saying thank you to donors on behalf of the organization and the board there’s so many activities that don’t involve asking that any boardmember can undertake, and then we want to say, great job, you know, both to reward that person and also to give the message to the other people around the table, you have the chance to step in the limelight as well. That’s cool the celebration. I haven’t heard that you mentioned the board members thanking i love that. I have heard that suggestion that at a board meeting or a special event, i’m a special evening, a bunch of board members around a table, and they’re just thanking donors for having made recent gift so i love a one to one thank so encouraging board members to make a phone call, maybe to someone that they haven’t met, you don’t know me. My name is greg on the border cause effective and, ah, i’m calling to thank you for your support and ah, and then you wantto what’s that person thinking there’s an ask buried here and then you have the boardmember say, i just have one question for you, and they think here’s, where the shoe drops, why did you choose to support our cause? And then they’re going to hear a bunch of extraordinary reasons that come from the heart of that donor it’s reinforcing to the boardmember oh, you know, we’re not out there with our tin cup. People are giving because of a connection to our mission and when’s the last time you got a thank you call from a board member of a charity you donate to never happens. So even the smallest organization that’s their comparative advantage against channel thirteen. Yes, they can thank every single one of their donors personally, right? Logistically, do you like to do those where? It’s a bunch of board members in a room together, and they’re they’re encouraging each other? They’re making individual falls or you rather have people do it from their home or their office depends on the size of the charity, you know, university’s love those call a thon. Alumni call it on things. Thank you. Call. Thank you. Write well for whatever i think it’s hard enough to get a board together for its general deliberations so i wouldn’t complicate matters. Ah, and let people also let people make those calls on their own schedule. So you’re giving them a list of dahna people little information about them? Ah, script that’s one of the forms of support staff can provide so that until someone gets their sea legs in these calls, they know what to say after a few it’s going to go easy and yeah, and you’re gonna hear terrific, heartwarming stories about why this is it right? So that, yes, your point that reinforces for the boardmember there are people all of us and it says now now now there is a step toward their getting confidence to be askanase themselves. Excellent that’s a great one. Okay, this celebration and the thank you’s. What else is there more this committee can be doing to turn the bigger wheel. Well, do you want to touch on recruitment? Not yet. It felt more that the committee khun do other functions. Those air, those air, the main function. Okay, can we talk about staff support? I have time to go short. The agenda with you. You’re you’re the board meeting with an agenda. I’d rather talk about a staff support for all these activities for yes. And then we’ll come to recruitment and mentoring. Right? Our buddy staff support. So ah, this could be the executive director without who doesn’t have a director of development supporting this a ll this committee work that’s correct. It’s always the exact director who has some involvement. Even with the development director. Just the way you observed the board can’t relax when they hyre their first development director. To manage all this. The staff can’t relax just because the board’s formed the development committee and there’s a good, vital conversation about board fund-raising taking place. They’ve got to be providing those tools. And that support because boardmember don’t have the time toe manage the infrastructure of fundrasing that’s still falls to the staff, including very importantly, if this is working, having a system for tracking all the contacts, all the people and the contacts that are made with those folks over time. So there’s a good record of the relationship that’s important staff function yes entering into r r fund-raising database are exactly our cr m database that’s, right? The contacts that are made calls that i made the right back we get, and then something very basic when so in response to a board appeal, so let the boardmember know that it happened so that they can say thank you and avoid the embarrassment of running into the person who is waiting to be thanked and the boardmember doesn’t realize the person made a gift, right? So keeping the board members up to date on what’s happening in terms of their contacts and overall for that monitoring function is really critical. All right, so the running of these reports, right for right? For the for the board, right? And it’s it’s, partly the staff celebrating with the board to say, hey, your donor came back this year with an even bigger gift when you give me a call and say thanks that’s. Great, yes called. All right, um, i have to talk. Ah, i’d like to talk about ah, an organization sponsors non-profit radio generosity siri’s and i don’t know do doo ahh and your strategic use of events, teo do runs and walks ever ever figure in so some of our groups do do walks, we don’t get involved in any of the you’re not planning on you know, but but we’ll ask the question, you know, do you have a broad enough constituency base to have confidence that you’ll recruit enough people to make a walk or run successful? You know, you need zack, i need a word pretty well established network, and you need people who are willing to be the cheerleaders to bring people together in that, for instance, for organizations that can’t generate hundreds of unity’s hundreds. If you’re gonna have your own stand alone event for organization that can’t do that generosity, siri’s generosity, siri’s dot com their sponsor and they host multi charity five k runs and walks i am seed one of theirs last november, little chilly day. But it’s still great fun. There were about a dozen charities they had about no two hundred or so to fifty runners. Among these dozen charities, one hundred thirty, one hundred forty thousand dollars was raised, and it was great fun. And none of the charities could generate enough support. Enough participants on their own. But collectively through generosity siri’s they had this great event and generosity. Siri’s does all the all the back end work of licensing. We were in what’s the huge park in brooklyn that take part. We’re provoc piece of problem back park. They got the licence to get the port a johns to get the amplification and the big start the starting gate way in the finished gateway. And, um, it’s all done. Very smart, great. And its collective that’s. Quite if you would like tio. See if it makes sense for you to be a charity partner of generosity. Siri’s do what i do. You know, i like to talk to people. Pick up the phone. Devlin is the ceo and he’s at seven. One eight five o six. Nine, triple seven if you prefer generosity siri’s dot com a l s i’m keeping this video on the top of my sight tony martignetti dot com for a third week because i want people to get off a less is back let’s give them a chance to see how they’re going to manage this enormous growth. And next week we’re going to hear directly from the ceo and president of l s she’s going to be my guest. Barbara newhouse, we’ll hear first hand how they plan to manage this enormous spike in donors and dollars. The show next week is going to be a google plus hang out on air. We’re doing it from the chronicle of philanthropy offices in washington that’s where l s is that’s where the chronicle it obviously and that’s where i’ll be, because i’d like to be face to face with with barbara new house so you will join the google plus hang out on air at tony martignetti dot com that’s the place to view. We are definitely taking questions for barbara throughout the hour if you know how hang out on air works, you just type in your questions if you don’t, we’ll explain at the beginning, so very exciting show. Next week and very different format you come here to, well, not don’t come here, come to tony martignetti dot com and that’s, where you’ll watch the hang out on air with a less is president and ceo barbara newhouse, and that is tony take two for friday, twenty sixth of september thirty eighth show of this year thank you, greg, for indulging me little pleasure. Um, let’s, let’s, talk about let’s continue the staff support training. I’m glad you brought it up. Of course that’s one of krauz defectives great loves as something we provide, which is so few people come to a board with either fund-raising experience or a positive fund-raising experience, right? We’re lucky if we can recruit someone who’s been a great fundraiser for their alumni association or another non-profit but most often we’re recruiting people who are willing and interested, but i haven’t had the chance to fund-raising a systematic way before and of course, like everything else that we need to master in our lives, we need some training and information so staff arranging for training to make boardmember more confident is a great idea and cause effective could be the real happy that makes you happy to be a provider of such training latto onboarding persuasive years of experience, i could see you moving and motivating boardmember toe task that they’re not comfortable with at the beginning of your of your so i’d say it’s a little bit like arthur murray’s dance studio, we paint the steps on the floor, we get people toe awkwardly, try those steps and it gets more and more fluid until they discover you know what? I really like this so let’s, move them. Tio recruiting yes, talk some about recruiting to the development committee, so we have our board who were responding specifically for this committee, so i always take the extreme position not often embraced by every board. Every new member of the board should be placed on the development committee, plus one other committee. So i like to give the message right, it’s just a place to start. Absolutely because one people are at their highest point of enthusiasm, usually when they’re joining aboard two they don’t know better, right? If the culture of the board is a few people carry all the weight for fund-raising we don’t want them to sink to the lowest. Common denominator after going to a few meetings, so let’s grab them while they’re hot and put him on that development committee and then if you’re organized enough maybe to serve on one other committee as well, so that would be my preferred position. But i would say, of course, anyone who’s got prior experience ought to be recruited because they can help with the planning function and be creative about how the board can be fund-raising but really, what it really is a question of there’s someone have to desire to give it a try, and if you’re providing the tools and the training than anyone who’s willing ought to be added to that committee and bring in that new energy, can they also be mentors? Now they’re new board members? Can they be mentor? They’ve got what has the Numbers and actually 1 of the great ways to turn around the culture of a board that has gotten a little stagnant on fund-raising or has never stepped up is to bring in some fresh blood who are able to say when i did it over here, this is what worked and really help revitalize that culture i’ve even seen that work with some organizations that have young professional boards or junior boards where the enthusiasm of those young folks actually ah, crosses over and helps the established board embrace some goals with greater energy infecting them. They’re like their youthful energy that’s, right and vigor that’s right? Who do we look forward to lead our development committee? That’s a great question, so good question forty minutes, that’s a pretty good now they’re evolving right chair the development committee. You want someone who’s, a good cheerleader who relates well to other board members can communicate well, they don’t have to be the most generous giver on the board or necessarily the greatest getter. In fact, you probably don’t necessarily want the wealthiest person on your board to behead development committee because other people will look and say, well, they have the resource is of course they do. It seems effortless. You don’t identify with the right, right? So you want someone who’s really out there showing their commitment to the organization, but both by e-giving stretch gift themselves and out there asking widely in their circles durney ideally, that person would have prior experience, but it’s really the effort? They’re willing to put in that counts the most in their willingness to be a role model, because and this is true for all bored fund-raising if you’re not a giver yourself, it’s very hard to ask others to do something you’re not doing beyond that. I think it’s great to get experienced people for that mentoring and butting up, they can help with the training. They can help build the confidence. So you do want a cadre of people who are comfortable around the fund-raising conversation and who are well regarded by other board members so that they can induce them to join that conversation. Let’s, have a body check? Yes, the buddy system could we say more about how the development committee is mentoring and buddying with shirts? Are what’s the idea that you’re providing focus on fund-raising gear around and you have somebody on the development committee who really comes to understand what’s going on in the mind of their fellow boardmember who their networks are can be a thought partner and how to reach them. I can understand where their fears or inhibitions are and helped develop ways of overcoming them also hears what do you need to be successful? Would you like practice in making the elevator speech? Would you like to be paired with someone who’s going out, making an athlete, see how it works? Do you want a staff person to join you? And you’re asking because you’re not confident that you could answer detailed question about the organization’s program so that someone who can check in and ah, that the boardmember can reveal themselves to without exposing the fact that they might feel like to write about a topic and facing the professional staff, that might be an important aspect. We have just a minute left, okay, i really would like to hear what it is that you love about the work that you’re doing with boards. Well, you know, we say that boards are the most important volunteers of any organization, so we work with so many fantastic organizations and missions and boards are the place where you see people who, despite busy lives, step forward to make these organizations successful, make incredible sacrifices are incredibly generous with their time and expertise. So it’s fantastic to be in a room with people who are thes chief cheerleaders as volunteers around the widest range of causes it’s very noble calling great going senior associate at cause effective on twitter, they are at cause effective, and greg on twitter is greg causevox greg cause you want to follow him. Greg, thank you so much. My pleasure. Thanks so much. Now the interview that i did at ntcdinosaur profit technology conference on ah, creative commons one o one with carly leinheiser welcome to tony martignetti non-profit radio coverage of the non-profit technology conference and t c twenty fourteen we’re at the marriott wardman park hotel in washington, d c with me is carly leinheiser she’s, an associate at perlman and pearlman that’s, a law firm in new york city. And her workshop topic is share use remix an introduction to creative commons. Carly welcome. Thank you. It’s. A pleasure to have you. Thanks, it’s. Great to be here. Thanks. And thank you for taking time on a pretty busy conference day. What is creative commons that i think a lot of people have heard of and not so familiar with? Sure. So creative commons is itself a non-profit they were founded in two thousand won with a mission of making the basically making content. On the internet accessible, so they developed a suite of licenses, which are basic copyright licenses that allow creators, artists, authors to distribute work under one of these licenses, and that signals to anyone who might find their work that it’s freely available for use subject to certain different restrictions. So this is quite a service, really it’s a certain unorganised ation serving non-profits and making content available, right? I mean, they’re serving not only non-profits but sort of ah, the larger idea of basically the commons there, they’re making a easier to put more works into not exactly the public domain because they’re still under copyright but making more works freely available for anyone to use. So the idea is that right now, the way copyright works is any time that somebody creates a work it’s automatically subject to copyright, you don’t have to register it. You don’t have to put a notice on it if you’ve created a work it’s copyrighted on dso that’s what is known as the all rights reserved model and that’s what happens automatically so if you are an artist and you get benefit from distributing your photos online and having other people take them and incorporate them into their works. It’s hard to do that because somebody would have to seek you out and get individual written permission from you in order to do that. Otherwise they’d be infringing your copyrights. But most people’s experiences it’s incredibly easy to find content online that you can just, you know, screen. Grab our download and creative commons brings the law in line with that experience that it’s fine it’s easy to find content online, it’s easy to incorporate it into new works. And so by with using these licenses, it makes it easy for people to know they have permission from the artist to do that. Do we need to know a little bit the basics of intellectual property law before we go to into too much detail? Well, i think that that sort of covers it so i could say copyright well, i could talk a little bit about it. Copyright is ah, is basically a bundle of rights that anybody who creates a creative work gets in their in their work. So you have a set of exclusive rights that you’re the only one that you khun the only one who can exercise those rights with respect to your work and um and then you can also assigned those rights or licenses rights out to other people. So you have the right to use the work to distribute it, to make copies, to make derivative works or a new work based on the original work, so that something like a translation or collage would be a derivative work and to license that out to other people. So what you’re doing with the creative commons licenses, you have your bundle of rights and you’re saying anybody can use my work. Anyone has access to my work. Andi anyone can exercise those same rights as long as with all creative commons licenses, you have to give attribution or credit s o you link back to the original work and then there’s certain other restrictions that are in some of the different licenses. Okay, on dh. Some of those different restrictions is get a little too technical. Know that’s that’s, sort of the heart of creative commons there’s. Six basic licenses. So all of them, including attribution requirements. So say i post a photo online and i license it under a creative commons attribution. License that means anybody who came across my photograph could take it, download it, use it, put it into a new work. All they have to do is give me attribution. So that means maybe linking back to my web page just putting my name on it. And i i would normally specify how i want to be attributed. So some of the other restrictions are share alike. Which means that i would license my photo under a creative commons attribution share alike license meaning anyone could take my photo, download it, use it, make a new work with it. But if they did that and distributed that new york new work, they’d have to release it under the same license. On this is a concept called the copy left and the ideas that i’ve created a work that someone else is used. And then now their work is also in the commons for anyone to use s o, for example, wikipedia’s content is licensed under c c it’s, cc by essays are creative commons attribution share alike license so anyone can use the content on wikipedia and incorporated into a new work. But then they have to also license it in the same way, so grows the body of work. Exactly. They’re two other restrictions. One is no derivatives, meaning you can download my work. You can share it or distribute it, but you can’t change it in any way, so i’m not allowed to make a new work based on it. So you’ll see this sometimes with some sort of reports that in the case of non-profits, maybe report that you’ve published on a particular policy issue, and you want that shared as widely as possible. But you don’t want people sort of taking accepts. Reinardy. Or, you know, photos, or maybe personal histories, things that, like you want shared sort of intact on dh. The last restriction is a noncommercial restriction, so that means anybody could use the work as long as what they do with it is for a non commercial purposes. Ok, thank you, little detail. But details, i think, are interesting. I think they are. You think they are. I think they are all right. 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, three that’s two one two, seven to one eight, one eight, three or find us on the web at www dot double diamond wellness dot com. We look forward to serving you. Talking alternative radio twenty four hours a day. I’m christine cronin, president of n y charities dot orc. You’re listening to tony martignetti non-profit radio big non-profit ideas for the other ninety five percent. How do we how doesn’t know provoc about using creative commons? What do we need to do right xero assumes we create something. I understand we have a bundle of automatic rights, but we’re talking about now making it available under creative commons license. Sure. So if you want teo well, i guess i’ll start with how do you find works that you could better license? Okay? Because they think that’s a lot more people have experienced with searching on flicker, for example. So if you’re looking for save photographs to put on your website or incorporate into a brochure and you want to find a photo that’s, all you have to do is give attribution to the person who made it. You can go on. Flicker flicker has a search feature and also the creative commons website itself has a search feature where you can go in and specify what you want to do with the work, whether it’s going to be for commercial or non commercial purposes. O r all you want, you want the least restrictive license and you put in your search terms and it pops up. So when i was putting together my talk, i wanted to find pictures of cute cats because that’s, what people like to look at on a saturday morning esso i search for cute cats license under creative commons license and found a whole bunch as far as really seeing your work under creative commons license if you’re distributing it online, creative comments has a licensed chooser on their website, so you don’t even have to really know the technical restrictions you go in and you say, i want people to give me attribution. I want to allow derivative works or not if i allowed derivative works, i want them to be released center share, like license or not, and i’m ok or not with the commercial uses, and then creative commons tells you which license you’ve picked on degenerates thiss html code that you can embed on your site, which then makes your work searchable by license. Okay, you become part of the search results and and it generates a little button you can put on the work, so you’ll see in a lot of like footers of websites thiss you know this pages published under creative commons license in which one? Okay, now the search function sounds pretty. Easy finding finding going back to finding content. Pretty simple. Yeah, it’s really simple the the only risk is you want to make sure that that thing’s air correctly tagged so but it is really pretty intuitive and you khun search you can search flicker you khun search through google images i think that there are more and more search engines that are supporting a search by license, so it is really easy to use and in terms of releasing your own content, any restrictions on what that content is? Well, i mean, it’s basically anything that’s subject to copyright so you wouldn’t you use a creative commons license with se your trademark or something that was protected by patent law, not copyright law. It also doesn’t deal with model writes in photographs, so if you have a photograph that includes an image of a person, creative commons doesn’t really deal with that person’s right of publicity or protections that they get for being in the photograph. So there was actually a litigation over this issue where a company used a photograph that included an image of a person, and the photographer had released the image under creative commons license. But never secured the model rights s o the person in the image sued the company and ask them to stop using it. Okay, are there other other cases that air don’t necessarily mean litigation case? Maybe client examples? You know that air that interesting, that and somewhat, you know, instructive. Yeah, so, no, i don’t have any specific client examples. They do have some examples i found in researching for my talk. One of my favorites actually is the brooklyn museum, which is i live in brooklyn, so i have a lot of pride for the brooklyn museum. They do really interesting things with their they’ve done two very interesting things. One is that a lot of their collection, they made their collection searchable by license. So much of their collection is very old and in the public domain, so you can now search their collection online and see what’s in the public domain and use those images if you want, and i actually incorporated a few of their images into my presentation and where stuffs not out of copyright but they on the right, innit? They’ve released it under creative commons license so you can use some of the works in their collection, another interesting thing that they did was in connection with the show they did a few years ago, go called who shot rock n roll, which was a series of portrait it’s and photographs relating to rock n roll. They did a remix contest, so they had chris stein and believes his name from blondie put together a bunch of tracks that he released under a creative commons license. And then anybody could download those tracks, remix them, upload them and those tracks would again be really center creative commons license. And they picked a winner, and they’re all available on their website. Um, it’s really interesting. So it was this great way to engage with their community and sort of further their mission of, like, getting culture out to the public on really engaged people while completely avoiding the issue of having to get signed releases and have people wave their their rights or sign rights toe in their tracks that they made to the brooklyn museum. They were just available to use, which i think is a really interesting example of what you could do. So photo contest anything like that video as well, video yeah, absolutely. I think on a new tube, isn’t there? Ah, little pull down window, whether you want to use a have a standard creative commons license to your video yeah, i wouldn’t be surprised i’m not positive, but i think that sounds right. Ok, i think they have a three or maybe four licensing options, and one of them, i think, is standard creative commons license. Yeah, and actually, when i was uploading my slides, teo the ntc, they asked whether i wanted to release my slides under creative commons license or not, so they’re they’re on top of it. Excellent. Well, you know, i don’t know what teo asked specifically, but what more do you want to share that we haven’t talked about? Let’s see, i think i mean, one of the things that i think is most interesting for me is they think a lot of non-profits have have sort of limited experience using creative commons in looking for photos and things like that on flicker, but i think that there are a lot of great examples of non-profits really saying they’re content under creative commons license, so not only so the brooklyn museum is a good one, but and wikipedia is another one. There’s, another organization called teach aids that creative commons features it’s a case study on their site. They big, they make sort of educational health materials that are really sandorkraut of commons license so anybody can download materials from their sight, redistribute them on, and i think for non-profits that have any kind of educational mission thie idea that you could create these materials and then just release them out into the world and they would be freely shared and no one had to worry about, like, violating your copyright if they wanted to download a report or, you know, i know your rights pamphlet or health materials, those kind of things i think are really great uses for creative commons, particularly for non-profits that have a mission based on education, where you’re not worried about so much selling individual copies of your materials, but that the more you get the word out about your organization by distributing materials, you’ll get your name out donordigital here about you, and you don’t have to worry about the transaction costs of negotiating, you know? Oh, okay, that person could buy a copy to do this or that. So i think it’s one of the more interesting things, all right, i hope listeners will pay attention to a creative commons both in terms of their own you’re your own work and and searching for others as well. Sounds like it, sze i’ve learned a lot more about the community then thin. I knew. Thank you very much, carly. Yeah. Thank you for the pleasure. Carly leinheiser is associate perlman and roman. You’re listening to tony martignetti non-profit radio coverage of ntc non-profit technology conference twenty fourteen. Thanks so much for being with us. My thanks to everybody at the non-profit technology network and ten next week. Barbara newhouse ellis is president and ceo for the hour joined the hangout on air at tony martignetti dot com regular time one p m eastern. 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