The power of numbers

I was reminded again this week of the power of numbers to speak…loud and clear.

I’m talking about the gift range chart – that “it-doesn’t-add-up-if-it-doesn’t-add-up” tool that makes the equation between prospects and total raised, pretty darned clear.

In a gift range chart, you list how many gifts at $10,000 you expect, and put names next to them. Then you look at how many gifts at $5,000 you expect, and put names next to them. And so on and so on, down to the small gifts, where the actual names aren’t listed but the vehicles (such as the annual appeal) are, and the expected totals make rational sense with what you really expect to raise.

What we’ve seen happen again and again, is that once you put names next to the numbers…there’s a real sobering moment. In other words, the group of co-conspirators has put together a list that doesn’t, once it’s broken down, add up to the goal.

But the chart, and the numbers, tell that tale. You, as executive director, development director, board fundraising chair, whatever, don’t have to be the naysayer, cause the numbers do it for you.

With the right board members, once they see the numbers don’t add up to the total hoped for, they add some more prospects to the list – and you’re off to the races.

With board members who don’t rise to the challenge – well, at least you know you’re not going to raise it, cause you’re not going to raise it anyway…by wishful thinking. So you can adjust expenses, or do whatever you need to do – instead of getting to the end of a campaign and discovering “Oops, we’re $60,000 short of our goal!”

Numbers don’t lie. Well, sometimes they do, but a gift range chart speaks the truth.

The Day After

I have a new theory – that you can judge the success of a board meeting by the flurry of emails the day after.

It’s the holy grail – that our board members will be talking and listening to each other, not sitting passively by as staff drones on.

But it’s when that active inquiry spills over to their own time – personal time, work time – that you get board members thinking about the organization in the shower.

Owning its successes, its challenges, its path.

We had two board meetings in the past week where the emails just flew afterwards. More ideas people had to express, more questions to raise, more excitement to share.

That’s when you know it’s working.

Meeting Them ½ - Way

Well, let’s say, ¾ - way….

I’m talking about the idea that once board members get activated, it makes more work – for us, as staff.

We have to give them lists! We have to research options! We have to do the legwork! Yipes! We already have full-time-plus-plus-plus jobs…

It’s often true that once a board “catches fire” – the staff literally has to sprint to keep up with their enthusiasm. Board members get serious about asking other board members to bring personal friends to the benefit, and they start asking for info on how other organizations have transitioned a vendor-oriented event into one that feels appropriate for personal friends. They decide to run a family-oriented fundraiser, and ask for materials to be created. They brainstorm a Spring fundraising campaign, and ask for a wall-display to be created in the lobby.

All of these have direct returns for the dollars invested, so it’s easy to see the reward. But sometimes board members ask for info that isn’t so transparently remunerative. Like requesting data on economic trends in the neighborhood. Or 3-year projections of earned-to-contributed revenue. Or even past history of program graduates and “where they are now.”

But I was reminded of the necessity of all this – fundraising or not – when I was meeting recently with a group I’ve known for awhile, that’s really in trouble. A long-time funder suffered some extensive losses and pulled out, unexpectedly, contributing to a perfect storm that may leave them going under.

We’re helping them with scenarios, but the big question remains: Where’s the Board? Who’s the group sitting around the table, worrying this out? It’s just the founder, his devoted second-in-command, and one friend – and us. And that’s just not enough.

But the die was cast long ago, when the staff did it all, and the board – every once in a while – advised.

The moral? Be happy for a board that asks for work – and is ready to roll up their sleeves to deliver.

But we all knew that, right?

Focused on Meaning

“Focus us on the big picture” one of my fellow board members requested of the executive director. “I love your updates and I really feel like I know what’s going on – but what does it mean?”

It’s that step from the accumulation of information to the creation of meaning…what gives order to a set of random (or not so random) facts, so that we can use them to predict future conditions or behavior.

Are summer camp pre-enrollment fees up or down? That’s one set of information. Does the reason behind the rise mean that they will continue to go up or was it a blip due to non-recurrent circumstances? And if the circumstances could be recreated and even maximized further, is the organization planning to put more effort into generating that revenue? And if so what will that do to staffing, and to mission – will it detract from mission to be running more of a “business venture” or will it add to the organization’s ability provide more mission-based activities to those who can’t afford those fees?

You can see that the set of questions generated from a simple fact – registration income up or down – can lead an organization in many different directions. I believe it’s the executive director’s charge to help the board to contemplate those larger questions – and that it’s the board’s job to serve as thought partners to push the executive director, in fact, to ponder those larger questions.

That’s the board at its highest and best use.

And that’s the kind of board conversations, by the way, that keep attendance at board meetings high, and the board jazzed up, paradoxically, to do the “mundane” work of fundraising.

So often these days we see boards who want to be engaged, who understand their organizations are in perilous times – and who are relegated to “Show me the money” directives by the staff. But without ownership, without a sense of “agency” – fundraising is a mandate unconnected to real impact on the world.

As a board member, as a staff member interacting with board, as a consultant brought in to “fix” the board – it’s our job to craft that real job of the board, that of pondering the big questions…by how we shape and context the information we provide them.

The primary question is not: What?

It’s: So What?