- It's Joy Olsen of BlockBuster Fundraising.
You know, last weekendI was breezing through messages,
and Twitter and Instagram and checking
up on all the latest and greatest
in non-profit fundraising news and tweets.
And I saw, it flashed before me
and I wish would have kept it,
a non-profit, a big art organization,
raised over $600 million dollars
in one event, in one weekend.
I was stunned, I can't believe I lost it.
So I went to google it and I did
find another art museum, of course
the big fashion institute MoMA had,
they raised over $145 million dollars.
But of course they had all the celebrities
and the media and the excitement
of the fashion industry behind this event.
But the point that I was thinking is
how hard we work in our small non-profit
organizations to bring in money and all
the things that we have to do and
how we're constantly evaluating,
doing quantitative analysis on
what we should be doing to achieve
and surpass our goals.
So I thought, you know, I'm going
to go in and research that and see.
I know what I think but what I think
it's what do the experts say?
The people that really know about time
management for small non-profits.
One such person is Pamela Grow.
And so I got this article, this blog,
and it was, it's from years ago
but I thought it was really spot on
because I think that we're all
looking for the answer, if we
are a smaller shop what actually
should I, each month, be concentrating on?
What should I do today?
What do I allot my time to?
Well, Pamela Grow says that if
you're a one person development
and communications department in
a busy non-profit organization,
you are absolutely aware of how
challenging it can be.
Your job title, this is what people
are expecting you to do, you're the
individual giving manager, you're
the event planner for heaven's sake.
You gotta be writing those grants,
you're the grant writer.
The database manager, oh boy.
Director of stewardship, all that
relationship building and after all
you should be a public relations director.
Any nowadays, oh my goodness,
social media manager and in some non-profits
you gotta be the webmaster too. Oh my gosh.
Well how do you keep it all together or do you?
Pamela Grow says that studies have shown that
multitasking flat out does not work.
She says, you know it yourself,
when you're responding to E-mails,
while simultaneously writing your new appeal letter,
and simultaneously running queries on your
database to make sure your segmentation
is write for your letter, you're not
giving your best to any one of those tasks.
So, she says, the truth is by doing less
you might accomplish more.
Well that's easy to say, less is more, but
so how does that work for us, for we development directors?
The fundraising experts, we gotta bring in that money.
Well, she says, stop for a moment.
What is, after all, the best use of your time?
Where do you need to focus, really focus
to fully fund your organization's mission?
Number one and the experts all believe this,
and I do too, it is so important.
You have, number one, gotta be building relationships.
Number two, you have got to be
following your development plan.
You cannot start out the year
or the month or really even the week,
I think, without referring to your development plan.
Where are you going? Where do you need to be?
Are you behind? Are you ahead?
What can you add? What can you subtract?
You've got to follow your development plan.
Three, you've got to understand your mission inside and out.
You know that elevator pitch,
you've got to hone that to perfection
because you're going to be using
that understanding, that passion,
that enthusiasm for your mission
in every missive your write, in every phone call,
in every face-to-face interaction,
in every staff meeting, with any volunteers
that you run into inside the organization.
You have got to be the voice, the passion,
the enthusiasm, the understanding of the mission.
So, one way, Pamela says, to ensure
that you get everything done that
needs to be getting done is by batching.
Have you heard of that?
Batching simply involves looking at the tasks
that you do over and over again and batching
them into one or two spans of time.
Examples of things that you might batch include
one, checking your E-mail once or twice a day.
Perhaps schedule E-mail from nine
until nine fifteen or nine thirty
and then again before you leave for the day.
If you have trouble sticking to that routine
try a site blocking program, she says, to remind you.
And I think this is so true because
we can get caught up in the E-mail and guess what?
You can get so caught up, this was written
in 2011, now in 2018, oh my gosh,
what a time suck social media can be.
We all agree it's important, but you
have got to schedule exact amounts of time to
spend on it and then get back to your other tasks.
So back in 2011 Pamela Grow said spend
30 minutes to an hour a day monitoring your
organizations social media accounts.
That, to me, is really interesting
because in 2018, my gosh, social media
is so important to so many of us
and our peer-to-peer fundraisers
and wow, but it can definitely be a huge
time suck so you've got to schedule it.
And when can you schedule daily
or weekly calls to donors.
To thank them for their support.
Hey, that to me, as a development director,
I think is the most important scheduling of time.
Do not shirk or back away from calling your donors.
That is a beautiful way, a personal way,
a warm and welcoming, a communicating,
what's happening and we're so happy you're involved.
You want to keep your donors close to the organization.
Call with a happy news and excitement.
How are you doing? What's going on?
We had something that just happened
that made me think of you because
I know you love such and such.
Make those calls.
I think that is the surest way
to huge success as a development director.
Alright, well back to Pamela Grow's ideas
for us to be super time managers in a small shop.
She asks the question, what are weekly
and monthly habits that will bring
you closer to your goals?
Alright, listen up, because this lady
is the queen of non-profit time management.
She says, schedule an hour once or twice a day,
or half a day a week, dedicated solely
to foundation prospect research, kay?
She says, next eliminate meetings whenever possible.
Well I'll tell ya, I'm an expert at that.
I would almost do anything rather than go to a meeting.
Your staff meetings, I think, are terribily important
because you want to spread the culture
of how important the fundraising is.
How important donor relationships are.
How important that whole culture is
and you want to make sure that your staff
is really, you can wrap their arms around
that warm are fuzzy feeling.
So, those are really important meetings
and besides you can't skip those.
But I really I agree, don't join a million organizations
and eliminate meetings whenever possible.
I truly believe that's a huge stepping stone to success.
Alright, next she says, free three to four hours a week
when you'll connect with program staff.
Take donors or board members to lunch.
And this is a lot about feedback, really.
You want to constantly get feedback.
What're your staff, what're your donors,
what're your board members seeing and
feeling and get them to talk to you.
Because getting feedback is
strategic to getting to your goals.
Pamela Grow says buy yourself a timer and use it.
A lot of us can just use our Apple watch.
A task that you might think takes you three hours
might in reality take one, especially
if you're not stopping to check
your messages or your Facebook,
or your Instagram or your E-mail.
Learn where your time goes, alright.
Her next big idea for you for
time management is delegate.
I don't think I'm really great
at delegating. How about you?
And she says a word about delegating,
she says that's I've seen way too many
organizations delegating responsibilities
they haven't taken the time to understand.
Wow, big mistake, big mistake.
I think back in 2009 when I was the
development director at a smaller
organization where marketing wasn't
interested in social media.
I, on the other hand, felt like social
media was really gonna one day
be the avenue to fundraising success.
I took the time on, in the evenings
and weekends, to study and study and
try to understand social media.
I found mentors like Mari Smith.
Way back in the, John Haden was around,
had lots of good things to say
about specifically non-profits
and social media and shoot Instagram
wasn't even hardly around in 2009.
But listen, I think that if you
are going to delegate responsibilities
in an area you definitely, you need
to understand what goes into it
so you really have a sense of whether
the person you've outsourced this to understands.
And besides that you've gotta have
a sense of what works and what doesn't
work so you can guide them.
So she says, Pamela Grow says, when you're
thinking about delegating, think
social media or website development.
This is what leads to organizations
spending thousands of dollars when actually
they could have paid $500 dollars
and get better functionality and control.
And control is a big thing.
So, just like your website, you have got to
really understand what you need on your website.
How everything works, the links, and you've
got to take the time to check it.
You've got to understand why you are in
social media and where your donors are.
So, she says, I'd be very leery about
outsourcing your social media particularly
without a solid understanding of your
motivations and goals for social media.
So, that being said, we will move on to think creatively.
I love this advice.
And she talks about perhaps using
different outsourcing for smaller jobs.
Like perhaps creating an editable PDF survey
or a logo design or compiling results,
excel worksheets, you name it.
I have, as a solo entrepreneur, outsourced
often and I love it and I use upwork
and there are so many good ones out there,
but it does keep me more on course and
I think well now I need a logo design
and I have an idea of what I want.
Am I gonna spend the next week
and a half honing it and refining it,
and rethinking it and blah, blah, blah.
Let me just put my ideas down
on paper and outsource it.
So, whenever you're tempted to veer off course
for this new idea, remind yourself
how does this factor in to my development plan.
Is this what I really need to be doing right now?
Alright, so those are Pamela Grow's ideas
and she has a simple development systems
successful fundraising for the one
person shop is a book that she wrote
for the small fundraising departments and
I'll put up a link that, I've got that
and you download it, it's a digital book.
And I'll try to, if you're interested in this,
put comments in that you are a small shop
and that you'd like a more hands-on
how to manage your time.
Now, I wanted to give you another view point.
And this is from Veritus Group
and it's about major gifts and
I think every one of us in the
development field realizes that we really
do need to work on our major gift peeps and we
really need to be working that mid-level donors.
It moves management to get our best donors
up to the major gift level.
Well they wrote this cool blog,
and I think it was about a year ago
or maybe more recently, but you are not too small
because I think a lot of people that
have small organizations feel like they just
are too small to have a major gift program.
Well, Veritus Group, and I think it
was Jeff that wrote this particular blog,
he says lately I've been talking to
a great number of executive directors
and development directors from small
non-profits and bottom line, everyone
is overworked and doing a multiple jobs.
We believe that.
Well it's not that I don't have empathy,
he says, I really do, I've walked
in your shoes, so have I.
I was a, Jeff says, I was a development director
for two small non-profits over a course of eight years.
I had a staff of one, me, with my first
non-profit and a staff of only one
other person in my other job.
This is exactly, I could say the exact same thing for me.
And he says, I know what its like to be
pulled in a million different directions
and expected to be good at all of them,
but in both of those experiences I learned
that I had to carve out time for major gifts.
Why? Because that is where the net-revenue came from.
I remember very clearly how I came to realize this.
Listen to this story, Jeff says,
I was spending a ton of time writing,
printing and actually stuffing envelopes
to get a mailing out one day.
Can't you relate? Oh my gosh.
I, so many envelopes, so much stuffing.
Well, Jeff's boss came in and he said
why're you spending so much of
your week doing this kind of work
when you should be out there talking
to this donor and that donor who
could give us ten times the amount
that this mailing is going to bring in.
Good question, he said , get a
volunteer to get this mailing out.
Jeff said, that hit me like a ton of bricks.
Of course his boss, he says, she was right
I was so down in the weeds of
getting the mailing out, I didn't
step back to think about what
would be a more effective use of my time.
From that day on I prioritized my work
as a small shop development director
and here is how it broke down, this is magic.
Major gifts, planned gifts, direct response mail.
And of course that nowadays can include
both your direct mail and your E-mails.
And then comes donor response, thanking your
donors, your newsletters, etcetera.
Then, lastly, events and he says
very limited time on events and he allocated
about 40% of his time just on major gifts.
So, that meant that Jeff used other people
and volunteers, delegated, to help
me in all the other areas
but, he implemented major gifts himself, along with
managing my executive director, that's what he says.
The result was that I dramatically
helped bring in more overall more revenue
and thus net-revenue for the non-profit
organization, get this, about 50% more revenue.
So when he started his second
development director position he implemented
this success story immediately
and saw the same results.
The non-profit organization saw this
and hired me an assistant so I
could spend even more time on major gift work.
That investment, of $30,000, which
was a lot at the time he said, yielded
and added $150,000 in revenue
compared to the previous year,
that's the direct focus on major gifts
and I'm sure you're aware of Veritus Group
and that's were their focus is,
is helping you get to primo major gift department.
He says, I remember this, who
wouldn't remember an additional $150,000
over the previous year, he says I
remember this because I presented it to
the board after the first year to
prove that that $30,000 investment
for added help was worth it.
So if you are either a executive director
or a development director of a small organization
here is what you can do immediately, immediately,
to focus more of your time on major gifts
and start caring for your donors.
Are you ready? Reprioritize your work,
take the position that you are going to spend
30 to 40% percent of your time on major gifts.
Now, set up systems. Automated, volunteers,
other staff, to take on your direct response strategies.
You'll remain the strategic person behind it,
but allow others to implement it.
And, Jeff says, if you allocate 30 to
40% of your work to major gifts,
then you can safely cultivate and
steward around 50 major donors.
That's it.
With that portfolio, that case load,
of 50 donors that you're working
on major gifts, and if you're a real small shop maybe that's
50 donors that you're working to get to that level.
Everybody has a different level for major gift peeps,
but with that portfolio of 50 donors
you have to tier them A to Z.
This allows you to focus your major gift correctly.
The people, that your case load, that you'll be
working with for major gifts, they're
not all at the same level, you know.
Perhaps you have a couple that you think,
that you know, have the capacity
and the willingness to do a 50 thousand plus gift.
Maybe you have others at the $10,000 level
and perhaps you are just really wanting
to get a group of a thousand to
five thousand donors, we're all in
a different boat, in a different locale,
with a different group of donors,
but you have got to have just a focus
on some major gift and you've gotta
focus your major gift time correctly.
You wanna create goals and a year long strategic
plan for every major donor in your portfolio.
You're meeting with them, you're learning
about them, you're finding out their
interests and you're understanding their capacity.
And you should be aware too of the
other charities that they're giving to
and the amounts that they're giving,
so this gives you a destination and
a roadmap to get to your goals,
your major gift goals, you major gift plan.
And, Jeff says, quite frankly it
will keep you sane, allow you to sleep
at night because you've got a plan.
You've got a focus and you know when you've got
a plan you can always tweak the plan.
If you don't have a plan, you
don't know what's happening.
You can't even tweak it,
you have to start all over again everyday.
Get someone to hold you accountable.
Whether it's your executive director
or a board member, or even your significant other.
Someone has to walk with you on
this end and keep you focused.
I mean, if you have a fitness trainer,
they tell you the same thing.
If you have a coach, they tell you the same thing.
You've got to find someone that keeps you accountable.
Otherwise, Jeff says, I guarantee you
you will lose your way and allow
the busyness and the urgency to drive
what you do each and everyday
instead of staying focused on your plan.
He says, look, before I (mumbles).
Let me go back to that.
Before he reprioritized his work
he didn't think that this was even
gonna be possible until he actually did it
and it had a dramatic effect on the revenue.
First time, with just him, 50% when
they added an extra person to that
department $150,000. Whoa.
Additional fundraising goal, that was major gift money.
So that one moment of clarity from his boss,
saying get volunteers to do, stuff these envelopes,
it changed the course of his career
because he started working smarter.
He says you can't not start a major
gift program with the excuse that
you're just too busy, just too busy, I don't have time.
He says, I can't let you do that,
it's too important to your donors
who are waiting for you to talk to them.
And it's too important for your organization
that needs that net-revenue to do more
of the great things you do.
Alright, so on your time management
you've got a great idea from Jeff at Veritus Group.
You've got to focus more of your time on
major gifts and like Pamela Grow mentioned too,
delegate, delegate some of the other
busy stuff that someone else can do and do well.
You gotta reprioritize,
(laughs)
see I can say it.
Anyhow, Joy Olsen here, BlockBuster Fundraising.
Was fun to be here with you live.
We go live every Tuesday at 1:00 p.m.
Pacific daylight time.
Sorry about the weed whacker, whatever was going on
the first part of our live, but once you're live
you can't weed out the weed whackers, I guess.
Anyhow, more information, more
fundraising information at joyolsengroup.com
and blockbusterfundraising.com and hey,
we've got over 300 free fundraising videos
on our YouTube channel, BlockBuster Fundraising.
Have a great week and we'll see you again next week.
Happy time management, go for
those major gifts, it's working. Buh-bye.
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