453: Manage Your Programs With A CRM & Co-Learning For Your Programs – Tony Martignetti Nonprofit Radio

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This week: 

First, I fired a listener. Then . . . 

Manage Your Programs With A CRM 
The right CRM can help you run day-to-day program operations: track client relationships and outcomes; host trainings; manage certifications; organize transportation; and more. Our panel was recorded at 19NTC and they’re Jake Grinsted from Simply 360; Leah Kopperman with Keshet; Kai Williams at The International Wildlife Rehabilitation Council; and Medha Nanal from Top Cloud Consulting. 

Co-Learning For Your Programs 
This 19NTC panel encourages you to look at a more collaborative training culture, which pushes the bounds of who is the educator. They’re Debra Askanase at Oracle NetSuite; LaCheka Phillips with TechSoup/NGOsource and Kevin Martone from JCamp180. 

There’s more at tonymartignetti.com 

449: Leadership & The Power Of Failure – Tony Martignetti Nonprofit Radio

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This week: 

Leadership
Nikki Henry wants leaders to communicate effectively, set clear expectations, break down barriers, embrace DEI, and more. She’s CEO of Ladies Leading Ladies and she spills it all.

The Power Of Failure
Failures are as powerful as success stories to rally folks around your cause. Whitney Raver encourages you to embrace your bungles and botches – and share them with your communities. She’s chief development strategist at What’s The Word. 

There’s more at tonymartignetti.com 

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Hello and welcome to Tony martignetti non-profit Radio Big non-profit ideas for the other 95% on your aptly named host. Oh, the Video guide for non-profit marketing, which is the definitive guide. I’m in it, they quoted me. Ah, and it’s a very astute, articulate on accurate quote. They got it right, Um, in all its students and articulateness, this guide is from type Ito T y p i t o type a type edo dot com. They’re the canvas of video. The guide includes the strategic like acquisition, engagement, stewardship and tactical, like lower thirds and captioning and text animation. You’ll find this thing that I’m in at t y p i t o dot com and I thank them for including me and I’m glad you’re with me. I’d get slapped with a diagnosis of Dalek. Oh, several ism if you hit me with the heady idea that you missed today’s show leadership. Nikki Henry wants leaders to communicate effectively set clear expectations, break down barriers embrace D I and more. She’s CEO of ladies leading ladies, and she spills it all. Then the power of failure failures are as powerful as success stories to rally folks around your cause, Whitney Raver encourages you to embrace your bungles and Boches and share them with your communities. She’s chief development strategist at What’s the Word on Tony Steak, too? Show number 450 Responsive by Wagner C. P A’s guiding you beyond the numbers. Wagner cps dot com By koegler Mountain Software, Denali, fundez. They’re complete accounting solution made for non-profits tony dot m a slash Cougar Mountain for a free 60 day trial and by turned to communication, Shin’s PR and content. For non-profits, your story is their mission. Turn hyphen to DOT CEO. Here’s Nicky Henry and leadership. It’s my pleasure to welcome to the show Nikki Henry. She is the founder and CEO of Ladies Leading Ladies, a company dedicated to helping women and non binary people grow as supportive leaders. She’s a passionate dork. She’s at ladies underscore leading underscore, and the company is at ladies leading ladies dot com. Welcome to non-profit radio. Nikki Henry. Thank you so much, Tony. My pleasure. What’s a passionate dork? So I call myself a dork because I am super, uh, nerdy in the way that I want to make sure that data and research backs up what I am teaching with leadership. As I was growing as a leader, I always went back to the data and research and my undergrads in psychology. So I just have that nerdy numbers data research part of me. But I’m super passionate, and I I have worked in non-profits for the last decade because I care about families, and I care about our communities. Okay. Uh, it’s fair. Of course. You know, that was that. I didn’t label you that. That’s Ah, that’s your idea, That is, um So we were supposed to connect that? Ah, 1990 sea. And then you were so passionate about helping your audience on. They wanted so much of you afterwards that you couldn’t make it to the recordings boost on time. And so now so here we are, many months later, but I’m glad it worked. Doubt metoo piela very. For a while, I was a little I was a little noncommunicative. You e mailed. And then I said Okay, hold on. I’ll get I’ll get to you when you know when I have a breaking schedule. So I don’t know. I hope that, uh see, I like Esso I was not reaching out. Um, I like to lead by fear and intimidation. Um uh, condescension. You, no doubt. So that’s my style. That’s right. That’s why that’s why I wasn’t getting back to you. I mean, we could have done this the first week after ntcdinosaur. I wanted to exercise my leadership in my, uh, my white male privilege and authority. Oh, my goodness. Just so fun. Yeah. So I feel like that’s my leadership style. Is that is that is that in line with what you’re doing at the lady’s leading ladies? You know, I feel like you just did my intro and the opposite. Yeah. Okay, so my my method is the antithesis of yours. I would say so. All right. I don’t know. Fear and doubt and loathing and condescension. They seem to work well for me, but all right way don’t have to go down that way. Um, So you want Thio? Well, tell me what leading ladies leading ladies is about. Yeah. So this company really came out of my own experience in the workplace. And like I said, I spent about 10 years in non-profits working in different leadership roles, and I noticed a couple of things. One, especially in the nonprofit world, were very much trial by fire. I got thrown in, um, you know, as a first time leader and had to figure it out. So there was a lot of that imposter syndrome going on with me. A lot of the scared that people are gonna find out. I don’t know what the heck I’m doing. Um and so I just dove into teaching myself. So I definitely saw that piece. I saw that lack and I saw that white space, especially with our non-profits on properly training and investing in our leaders so that we conserve our community’s best. And the second thing I saw is one of the programs that I worked with. We scaled rapidly over a five year period. We went from four full time employees to 55 during that time that I was there. And so we had a ton going on. And what I noticed was specifically the women that I worked with who were incredibly hard working so intelligent, um, and had been with me from the get go, weren’t throwing their hat in the ring for those promotions. And for those management opportunities. And so I got to really chat with them and dig in. But I know this isn’t a unique problem. This is something that we’re facing in our workplaces where we have a lack of representation of really strong, amazing women in those leadership roles. Okay. And you want to turn that around Exactly. Okay. Uh, so you’re some of your advice is around effective communications for women. So what are what are what are women not getting right that they could be doing better around communications And And how do we sex it? You know what’s fun s o with the with the business. I really have a passion around bringing women and non binary people into representation and leadership. But what I teach is not gender specific. And what I actually found, the more that I dug into research and data, you know, from Gallup in different areas is that if we’re gonna go with gender stereotypes, women are actually better prepared to be the most effective leaders. Based on what the data is showing us, an effective leader looks like. And what that means is now we need coaches. We don’t need managers. We need. People who are focusing on relationships are focusing on development are focusing on, um, that communication, bringing together multiple perspectives and really creating a team versus just the top down, you know, crack the whip type of accountability that we may have had in the past and may still have in many workplaces. So it’s really about that communication and getting to know your people one on one as human beings and how you can uniquely motivate them to be the most successful team member that they could be. Okay, s o teamwork. Collaborative. You know, people, uh, we just have, like, a minute and 1/2 or so before before our break. What? How come we, uh s So how can we break down the barriers that exist between leader and following, You know, whatever Employer, employee advisor, supervisor worker. I mean, is it as simple as just like social events o r. Go deeper? I think it’s deeper, and I think it’s two main things. I think that it’s training and rewarding our leadership for being those supportive leaders or as burn a Brown says a daring leader. Um and then the second piece is really focusing on diversity equity and inclusion. I know you were speaking about that on a previous podcast where we really have to dive into our own identity is the identities of those that were working with and be able to really embrace the assets that come along with that diversity and an inclusive workplace. Yeah. Yeah, we did. We get ah, a couple of d I topics and 19 ntc and we talked about it before that. Um right. Why don’t we, uh, take our break right now? Pursuant. They’ve got a podcast as well, and there’s there’s is go beyond. It’s hosted by their vice president, Taylor Shanklin, who’ve been a guest on non-profit radio a couple times. Ah, a couple of recent episodes of go beyond our Self Care for Leaders and four digital trends. For 2019 you will find the podcast Go beyond at pursuing dot com slash Resource is now let’s go back. Thio. Nikki Henry. Okay. Thank you for that indulgence, Nikki. Henry. Absolutely. Go take care of our our sponsors. Um all right. Um So how do we so I’d like to get into some some, you know. How do you do it? Not just not just not just what to do, but but how So how can How can an effective leader get to know they’re there? There, folks better abila more, more personally. You know, as you were saying, Yeah, So at 19 NTC, um, I was going through this with our group there and some of the three top things that I really focus on our your communication. So both in meetings and facilitating those meetings, setting clear goals and just motivating and engaging your team. So one of the things that I really push, um, and have seen work in my own work but also in others is that our leaders take time to sit down one on one on a weekly basis with each of their direct reports. And when I say that people screeched to a halt because nobody needs more mean eight meetings, nobody wants to be stuck in meetings more than they already are. Right? So it’s really about how to make those meetings productive. Um, And how Thio, I understand that making that investment of time these weekly one on ones or 25 30 minutes make that investment of time is actually going to give you more time on the return because you’re having less of people knocking on your door and saying Hey, do you have a minute? Hey, can I ask you a question? Hate kanai This on the same page? You’re aligning at least weekly. Nobody. Converium off course too far if you’re really talking on a weekly basis and you work into that weekly conversation a human element as well. So asking people about their Weiqing of weekend asking people about their family and making sure that there is that human element in it as well as we move forward. Okay, this is related to something I just read on Seth Gordon’s Blawg. Okay, basically, he was talking about slack. You know that we don’t have to be so tightly, um timed and so efficient in the in the short term that in the long term we’re going to suffer. He uses the analogy of airplanes the way you know it. Sze time down to the minute. And if there’s a storm, you know when every plane is being utilized in the short time in the immediate term there’s a storm or a breakdown of an aircraft, there’s no slack built in. So the whole system cascades and can collapse. If there’s a storm in L. A or New York or Chicago Santa, um, the whole country can come to a halt aircraft. So, um, you know, So his recommendation is, you know, don’t be so short term focused and build in some what you might consider to be inefficiency in the short term. But in the long term, it’s gonna be it’s gonna give you rewards. That sounds like you’re saying, have these weekly 30 minute meetings. Um, what you’re gonna know they’re gonna cause you a little tightness in, but in the long run, you’ll get you’ll get Amore, I guess Committed employees who you get to know someone who’s gonna be more likely to come to you with a problem instead of quit when there’s a problem. Exactly. Take a week of Lee sick leave and then quit while there’s reportedly sick. They’re out looking for you. Actually had an interview. Yeah. Yeah, they’re gonna talk to you and you’ll develop amore more committed. More, more collaborative employees. Exactly. All right. All right. So 30 minutes, 30 minute, one on ones. You okay? What What else do you like to see so and a lot of these, they might sound like we’re going back to the basics, right? But another latto always. That’s not always, but that’s not always bad. Yes, we could use a more basic. So I think it’s important because we might know these things. But practicing them is a whole different thing. So I also talk about smart girls, which again people kind of roll their eyes because I asked everyone in the room How many of you have heard of smart goals? Almost everyone raises their hands, right? And then I asked people, How many of you are utilizing that when you give out, you know, a task list or goals to your team members? Crickets? Very rarely are people actually looking at. Okay, we’re talking about what our priorities are for the weak. I’m, you know, helping someone to set those priorities. But I didn’t take the extra 30 seconds, one minute, two minutes to go through and make sure that it was specific that we know how we’re measuring success. But it’s actually achievable that it’s relevant to what we’re working on the big picture. So we’re not just doing busywork and that there’s a deadline that were clear. And if we actually took those act extra 30 seconds to two minutes to go through that with things that were asking of our team, we would have such a more efficient workplace. But also we would have such a better relationship because our expectations are a lie. And we know what’s being asked of us. We have clear expectations. And also, as a leader, you’re going to get a project or a product that is actually what you asked for versus that person trying to read your mind and ending up. You get something and you say, What the heck is? This is not what I asked for it all. And you know okay, yeah, clear expectations, any anything. So let’s ah, shift a little bit from Well, they’re all related. But expect eight expectations setting no more advice around making that clear for people. Yes, I think that you know, those two things really tied together. So the smart girls on the one on ones because you want to be talking early often, Um, and especially as we are in Thio, a millennial generation that’s taking you know, is the largest part of our work force. You’re gonna see the same with Jen’s e J. Expect early and often immediate feedback. And so that’s going to increase that relationship. Increase that communication and decrease the times that you’re really going to end up with someone not understanding their expectations and veering off course so early and often regular feedback, both good and bad. Eso really balancing those? The other thing that I will say, especially because you’re putting these extra meetings on um on the calendar, is don’t hold meetings that could have been an email, so you’re already taken the time to sit down one on one. Don’t hold the weekly staff meeting or the weekly department meeting. If you’ve got nothing to say. If you’ve got no nothing that needs to be brainstorm or worked out as a team, if it’s just an update to policy, it’s a memo. It’s a schedule whole thing. Shoot it in an email, don’t add more time to meetings because that’s why people really, really dread them is because they’re just sitting in something that they could have read in an email in five minutes. Okay, you’re, uh go, Just go on back to the first point you made about being honest. You know it, Sze totally unfair to an employee Thio to find out at the annual or the semi annual performance review that you know there’s a problem with something exactly. And it’s been festering for months. For months or something, you never give the person a chance. Toe improve. Now you’re now it’s formal. Now it’s written now. Now they feel like they’ve been shat on Andi and they got like, a blind sided races versus having a conversation with him in one of the 30 minute one on one meetings. You know, there’s a problem. This is not. This is not the way we I want this done or you’re not meeting expectations or whatever the heck it is from from the hours you keep to the attire to the to the smelly food you do in the kitchen. You know, whatever it is, you’ve got to tell people and give them a chance to improve. Absolutely. And it’s something that leaders really struggle with, right? There’s a lot of the times were promoted into leadership positions because of the good job that we did in our last position, not because we particularly have leadership skills or or those types of things. It’s a reward for doing a good job. And so that means that we get a lot of leaders who haven’t had any leadership training. I think the last study that I looked at, over 45% of current leaders and managers have had no leadership or management training at all. We treat it as if it’s a talent or a natural ability, where, as it’s a skill just like learning, excel or learning a new database, Um and so a lot of people are conflict avoidance. And so they have a hard time having those easy at the beginning conversations about you know, Hey, you’re wearing too much perfume and it’s given so and so a headache. You know, something silly like that. They don’t have that up front, and then it turns into like what you’re saying. They’re being blindsided in a formal evaluation instead of just having a quick conversation. So building those relationships and trust and respect on a weekly basis also helps the leader to be more comfortable to bring those things about with with their employees and with their team members. But it’s also something that has to be practiced, and it has to be rewarded in the workplace as well for our leaders to be assertive and thio Thio knit problems in the bud and have those open and frank conversations. If someone says they don’t have enough time to do 30 minute meetings with everyone that reports to them, does that mean they have too many direct reports? So I was just going to say I have one of two answers. Either you are overseeing too many people directly, Um, or you are You don’t have any time because your people are constantly interrupting you. So there’s, you know, to kind of pieces to that. So if you’re generally speaking, if you are overseeing more than 10 people directly meaning there is no level of, you know someone in between, there’s not another person. They can go to. A lot of the time CEOs think. Well, I oversee the entire company. No, no, no. Just your direct reports. Um, if you’re overseeing more than 10 then probably you’re not able to give them the time that they need to be a coach versus just being a manager, and that is going to hold back your employee engagement, which then holds back the success of your teams in the success of your organization. So that is one thing. But the other piece is people think that they don’t have time. Well, if you took intentional time with your team, you would see within a month. If you really committed to this, you would see a huge amount of time saved because you were dealing with it on the front end, versus being reactive. Okay. Okay, Cool. Um, how about some motivation, huh? You touched on little Bit’s talk about explicitly motive motivating the folks who work for you. Yeah. So each of your each of your employees is a unique human being there in the work that they do for unique reasons. So getting to know them in those weekly meetings and elsewhere to understand why the they do the work they do is gonna be incredibly helpful to you as a leader, because then you can tap that’s specific reason to help motivate them. But more generally, I think there are a couple of things that we can do to motivate and create an engaging work environment as well. I think one thing is encouraging friendships at work. So not being the boss that walks into the room and then everyone’s a she because you’re not supposed to be talking, um, so allowing that also creating opportunities for people tohave lunches together to get together off the clock toe, you know, feel like they can actually create, um, these relationships that help them to be more resilient in the workplace. And I think also one huge piece of motivation that I think is often missed is talking to people about their long term development. And I talk a lot about doing that through what I call stay interviews and not just me. Everybody calls him stay interviews, Um, but a stay interview is a play on an exit interview. We get all of this really robust, amazing information when people walk out the door. Well, why don’t we ask those questions once or twice a year or once 1/4 and get that really important information? While we still have the talent, Let’s keep the town. Let’s retain them so deeper into their development in their long term career planning. So asking questions like what is it that troubles you here. What would you do differently like that? Exactly? Yeah. Taking exactly those exit interview questions and turning them into stay interview. So why do you work here? What do you love most about your job? What would you change if you had a magic wand and have that authority to do? So? What are some benefits that would make a difference to you wanting to stick around in this job? You know, things like that. Okay, Uh, now on the friend you know, that sort of developing the friendship side. I’ve had people say that they resent some of that. Why did they have to be friends with co workers? They’re they’re happy to have them. His coworkers. Why do they have to take them on his friends? I you know, and I totally get that. And I hear that as well from folks. And here’s the reason why, as a manager or a leader, you should push this because through research and study specifically through Gallup, they have shown that those who have a best friend at work are significantly more engaged and therefore significantly more productive at work. And when you think about it just, you know, anecdotally. Of course, If I got to show up every day and work with my best friend, I’m probably gonna be more happy to be there more eager to show up. You know, a happier human being and knowing that I have someone that I trust that I convinced to all of those things having that resiliency within the workplace is is fantastic. Not everyone’s gonna do it. Not everyone is going to be that engaged employees. They’re gonna be that there are going to be the types that one o’clock and clock out, go home, not talk about their personal life. Keep a very compartmentalized life. But I will say is the generations go on. That’s less and less because people don’t see the clear delineation between their work-life in their home life. Especially with technology. Yeah, especially right. Right. That’s that has changed. So much of our work-life is interwoven. In-kind personal. Okay, um, any, uh, any, like, special or, uh, types of events that you like to see or something fun that maybe people haven’t thought of it. We could all go out for drinks. You know, maybe it’s a bowling night, right? pizza on Fridays. You got something something special beyond the humdrum stuff that I just named. Sure, I think what’s important is to actually give your employees ownership over this. So what I’ve done in some of my past work places is to create. And they called themselves the fund committee. Um, but to create that committee and actually allow the employees to decide what they want to do with that time and if you can throw a little budget at it Wonderful. But also again coming from non-profit. Ah, one of the places that I worked with. We just did not have the budget for that. You know, we’re very Grant restricted and and we weren’t gonna get that that fund money. So what we decided to do instead is we worked with our controller, and we all decided to deduct $2 each paycheck to go into a fund committee fund because we wanted to get to know each other better. We wanted to have teamed building on, and it’s completely optional. And it’s a knot of, you know, we don’t send out the list to say, Hey, so and so is not in the fun committee. Um but, you know, allow that and then allow them to decide what it looks like with your approval to make sure that you’re not having an HR nightmare or you’re not, You know, misusing funds or anything like that. But let them have ownership. Let them decide, Let them tell you. Okay, okay. To try to ah, tryto resuscitate myself or laser tag. Laser tag. Could you do that? That’s not humdrum. I lovely attack. Yeah, Yeah. Um uh, Anything else you want to say about motivation? You know, I I think what’s important And this is something that I think we’re actually relatively good at in the nonprofit world, but is important to come back to We have to come back to our mission and we have to come back to our why on a regular basis. It’s really easy when we air show stressed with multiple grants and funding streams. And what not to get caught up in the numbers and your team? What they hear when they just hear numbers, numbers, numbers is that you’ve lost touch with the client. You’ve lost touch with the families. You’ve lost touch with the communities that we serve. So making sure that you’re bringing yourself back, but also as a team that you’re spending time to really reflect on how you are serving your miss mission, which is most of the reason why. Probably your team works for you right now. Bring it back to the mission. Yes. Frequent, I think. Frequent visits to the mission. Yeah, certainly in terms of new programs or new ideas that are bubbling because this is going to be a collaborative, contributing team, and they’re gonna have ideas, you know? Do they? That may be a great idea, but does it work within what were charged to do? Okay. All right. So we’re talking about a lot about meetings. I’m guessing you have some tips on running effective meetings. Efficient, productive. Happy meetings. Yes. Okay, let’s start with something that’s old friends of mine or the technology. Like the technology rules for meetings our phones allowed. Do you need Oh, my gosh. We only have two minutes left. Okay, uh, let’s do justice to tech rules for meetings. Okay? So I actually, I’m a millennial, so I am guilty of having all of my technology in the room when I’m doing meetings, but at the end of the day, as I’ve worked with people from different generations and different values as well. It doesn’t even have to be a generational thing. Those who do not allow technology in the meeting room, they have been much more productive. And it pains me as a millennial to say that, but it is absolutely true. Leave your laptop back there, leave your phone in your office because you’re their toe work together. And everyone in your meeting should have a reason that they’re there. They should be someone who is contributing to the meeting. Otherwise, they shouldn’t be invited, Um, or made to sit through something. So put the phones away and focus on what you’ve got there and use that collaborative creativity. Okay, Um, now I’ve heard there could be an exception. You know, uh, my my pet is in surgery for my son is in surgery or my dad is in surgery. No. So that could be exceptions for those you know, those kinds of cases, right? I see that. But also that is a weekly, a slippery slope. So here’s what I say. Yes, there are always emergencies, but let someone know for the next hour, they need to call the front office. Then they need to call this phone line. And if there is an actual emergency, your receptionist, your office manager will come in and get you. But if you’re talking about in an emergency, then you pick up that phone every five seconds to check it, and you’re getting out of the flow of that collaboration, okay? And then there’s also the slippery slope, you know? Well, she had her son, but I don’t have children, but I have a cat cats in surgery. My cat is just like a child to me. Exactly. It’s not right. All right. Next to becomes a pet spider than the turtle, you know, gets ridiculous. All right, All right, Nikki. Henry, we gotta leave it there. All right? Thank you, Tony. My pleasure. She’s the founder and CEO of Ladies Leading Ladies. You’ll find her at ladies. Underscore leading underscore and the lady’s leading ladies dot com. It’s time to take a break. Yes, it is. Indeed. Uh, Wagner, C p A’s. They’ve got a free webinar on August 6th. Developing high impact grants. Improve your grants, research and writing. You’ll find it at Wagner cps dot com. Click Resource Is and upcoming events. If you miss it live, then watch the archive. Wagner cps dot com Quick Resource is and recorded events makes perfect sense. Did I mess something up here? Pardon me? Yeah, but, uh, but I didn’t do Wagner. I’m I I did already. No, I didn’t. I think you messed me up. I’m blaming it on Sam because I don’t have any interns. If I have an intern, I’ve blamed the answer we need in turns into show. So I have somebody to blame when there’s a screw up. Like right now, I don’t have one, but it’s certainly not my fault. It couldn’t be so. It’s just that that’s outside the realm of its Not it’s inconceivable, and I don’t mean inconceivable, like uh, like they using conceivable in the Princess Bride. I mean, it is inconceivable, so it must be Sam’s fault. Thea Other thing. The other sponsor that we need to talk about is Cougar Mountain software. Maintaining separate accounts for each fund Ain’t a ning daily expenses reporting to the board, these air or all challenges that you face. That’s why Cougar Mountain created Denali Fund It’s your complete accounting solution specifically designed for non-profits. They have a 60 day free trial. You’ll find that at tony dot m a slash Cougar Mountain. Now it’s time for Tony’s Take two. I’m positive. Sam screwed me up here. I know he did. You left out a break. Okay, the, uh, 450th chauffeur non-profit radio. It’s next. Next week, For God’s sake, It’s July 26th. 2019 is coming up. What’s coming up on the two on the 450th show? Ninth anniversary. Been at this for nine years. 2010 giveaways. We’ve got your coffee giveaways, Of course. Kira is the coffee company that supports coffee growers and workers through providing dental care in the dental care like my voice was crackly. I’m 14. That’s how excited I get back your coffee. They provide dental care because the president of the company, the founder, is a dentist, but they provide dental care to coffee bead growers and workers. As you buy their coffee, you’re supporting that work that we’ve got giveaways from Cure a coffee. I’ll probably go away. Some books from the library, the non-profit Video Library where authors have given me multiple copies of books and What I’ve Got. Live music. Scott Stein, of course. Scott Stein from Brooklyn, who plays are, will play our theme song Complete Cheap Red Wine You Played Completely Through. And then, of course, we’ll count on him to play another song as well. And he’ll be here with this keyboard. Clear Myer. Half our creative producer is gonna be in town. Um, we got all the regular contributors calling in Aimee Semple Ward, Jean Takagi and, of course, Maria Semple. They’ll all call in. We’re welcoming new sponsors. You have heard a couple of shows with them already, but we’re going to formally welcome Cougar Mountain and turn to Communications as our new sponsor. So there’s a shitload going on. Um, and I can say that because my show what I could do, whatever the hell I want. You don’t like it? You’re not gonna stop listening. I mean, well, I mean, you could, but the odds of you doing it just cause I said shit one time so small, it’s it’s inconceivable. So there’s a shitload going on. Be with us for July 26 next week, the 450th show. There’s more on my video out. Could you imagine I could be any more to say on this topic, but watch the video anyway. The video is that tony martignetti dot com and I recorded it in my car. So Zwart watching for that reason since that makes. But let’s do the live listen to love. Ah, there’s a ton of it. Oh, yes, Sam the noisy eh commission. I think that Sam is really screwing up today. You forgot to turn the air conditioner off with my mike. Went live. Now you hear it. See how much quieter is now? That’s because there’s no air conditioning. You heard the buzz. You didn’t know what it was that you really all right. I’m not paying for this week’s show, All right? The live. Listen, love. Where the hell is it? We got listeners in. At least we had. We may have just left in the past three minutes, but we had a few minutes ago. Listeners in Rochester, New York, Tampa, Florida Irving, Texas Washington, D. C. Newburgh New broke New York. I love that straight up, right up the Hudson River. A little bit not upstate New Yorkers. New York City but I don’t live here anymore, so I don’t consider it upstate. Newberg. Welcome. Live love to you. Multiple New York, New York. Um, where else we got? Seoul, South Korea. Loved one soul checks in annual haserot comes a ham Nida Tokyo is with us very loyal. Also very loyal listeners in Tokyo Konnichi wa Beijing Beijing is with us equally loyal Ni hao to our Beijing listeners live love there. Moscow, Russia. That’s a pretty frequent Dublin Ireland. Not sure you’ve been with us before. Um, welcome. I’ve love to Ah, to Dublin. Um And there’s another sheet I left out a whole bunch of sheet coming back here. Alexandria, Virginia. We got listeners live love there, but then going abroad again. Oh, another South Korea yon yon gene or young in South Korea. Also on your haserot Too young Jean Athens, Greece. Welcome. I think that’s new. Rio de Janeiro, Brazil. Live love to you and Afghanistan. Herat, Afghanistan. I know. That’s first time. I’m so glad you’re with us. Afghanistan. Live love to you and the podcast Pleasantries. They got to go out because it’s over 13,000. You know eso whatever time zone you are, in whatever device you’re listening on pleasantries to you. I’m grateful that you’re with us. I’m grateful the show continues to grow. Uh, I can’t say Week after week grows every single week, but month after month year, the trending is up. So it’s all good. That’s that’s very positive. Pleasantries toe our podcast, listeners all right after that raving ranting. It’s ridiculous. I’m not. Whitney Raver should probably hung up. She was on the phone. If she’s still with us, she’s our next guest on, and I’m pleased to welcome her, Assuming she’s with me. She is the founder and chief development strategist at What’s the word? That’s a growth acceleration agency focused on amplifying non-profit impact. She teaches how to use stories to build trust and raving loyalty among donors. I’m starting to ratchet it down now. I have to have a conversation with Whitney, for God’s sake, get piela linked a woman she and the company are both at What’s the world inc dot com and at oh, what I said, No, that’s not it. It’s what’s the word? Inc dot com? Pardon me, What’s the word? Inc dot com and at what’s the word Inc Welcome to the show. Whitney River. Are you still there? I am here. Who could leave that performance? I can think of a lot of people. My mom for number one and my dad, but they don’t listen to begin with. So that turned them off years ago. Um, welcome. It’s good to have you. You are calling from the Black hills of South Dakota. That’s awesome. That’s way West. You got Mount Rushmore, Badlands National Park. That’s a beautiful part of our country. Yeah. Oh, I love it. I’m 20 minutes away from the most beautiful national mom in the world. And of course, I live smack dab in the middle of four. So I’m surrounded by the most beautiful hills in the world, I think, but at least you might be biased. Like, you know, New Yorkers think it’s the center of the world. But you deserve to think highly of the black hills. So, um what? So you have what are some of the monuments there that you have? So we have not rushmore. That’s about 20 minutes away from my house. We have, like, he said, Badlands. The Black Hills are a national monument, and then we have. My personal favorite is the crazy Horse Memorial has been works there and their longtime friends of his family, and it’s just up. They’re carving a giant mountain buy-in into, you know, putting over the Black Hills. And it’s just incredible to see they’re carving the carving crazy horse into the side of a mountain like Mount Rushmore into hyre Mountain. It’ll be, um, 3 60 It’ll be an entire mountain, not just one face of it. So Mount Rushmore will be will be minimal. Minimize is minimal compared to this 360 degrees. What kind of project? How long does that latto many years? Does that take? Oh, it’s you know, they’re expecting It’ll be done in about 60 years the last time I checked. Plus, they’re also very because they’ve gotten a few new drill and technology has come along. The founder cortex Socolovsky was carrying his jack up the mountain and doing it by hand. It may take 60 years. You cut out a little bit there, but 60 years, you’re incredibly patient in South Dakota, you have to finish that thing in like, 20 minutes. Here in New York, we just start trampling on it or somebody would steal it or Or graffiti it, Uh, maybe 1/2 an hour. Give it. But 60 years. Damn, you have. Um I have a lot of patients I also love. You know, you have that enormous space, South Dakota. And there’s about 800,000 people who live there. Brittney, did you turn me off? Oh, we didn’t turn you off. Okay, You have 100,000 people. I mean, we have We have 8,000,000 in a little island here. Uh, I don’t know what the dimensions are, but it’s got to be, like 1 10/1000 the size of South Dakota. And we have 8,000,000 8 and 1/2 about 9,000,000 or something like that. You have 800,000 in the whole freakin state. That’s incredible. It’s another person. Yeah. Yeah, well, you’re surrounded by a forest. All right. Um, okay, enough geography, but thank you. We never had having had a call from South Dakota. Our guest from South Dakota. So, um, so, uh, this topic of failures little personal for you because you ran for the for the South Dakota House of Representatives. As did it. It didn’t go so Well. Well, yes. No. And we can absolutely talk about way. Are we talking about it right now? What do you mean? We can We are. We’re doing it. Let’s start no more about it than I do so well in that I did not win. Um, I mean, ballots were cast, and I end up going to appear, which, you know, broke my heart. But I did my job. I served three and gave my neighbors a choice. Okay, but what I feel really right was, um, in speeches and to be going in and e-giving a perspective, an opportunity to think of things in a way that they have never Ben exposed to before had just results. And I tell you what, I got dozens of phone calls, and in the days and weeks after that election from people who just said, Gosh, I just wish I had voted for you. What? Why didn’t he? Hey, so if I do it again, it might be a whole new conversation. Okay, but what came out of that, uh, that, uh I had to say that failure, That that lack of success I don’t know. I mean, we could use the word failure. The cell, The second is about failure. Look what came out of that. Would you learn from that failure that informs your your, uh, don’t fear your failure practice really? That people have to be spoken to. You know, I feel like it was closer to my community that the constituents in this district actually trusted. Or after after I had failed and gone back into them and and, you know, um, we’re we’re still in this together. You can still count on me saying that I have had promised Call me email me. Here’s my social media and where no one really did before while I was right, I still get plenty tons of e mails and phone calls all the time. You know, we need a brave voice for this issue. Would you mind keeping us in this capacity? So even though I failed, I think that because I was so open with it and because I was so accepting of it, I really have done a lot more to earn the trust of my community, simply running an offering to take that position. Okay, Awesome. And, uh, we’re gonna go take our first break. And when we come back, that’s a perfect transition. Cause you want, um, you want non-profits toe earn The trust of folks are well, we’ll continue with that. After we take this very short break Turn to communications, PR and content for your non-profit. They help you tell your compelling stories and get media attention on those stories and help you build support, media relations, content, marketing, communications and marketing strategy and branding strategy. This is all of what turned to does. They’re at turn hyphen to DOT CEO. I’ve got butt loads, more time for the power of failure and Whitney River Whitney. So what is this trust That, uh, I mean, it’s I think it’s implicit buy-in non-profit relationships, but we want to talk about it explicitly, asking for trust and building trust. How do you feel that sharing your failures helps? Helps that I want nick down the importance of trust non-profits all over staying a decline in donorsearch ship and e-giving, and it’s really it’s their capacity for impact. And one of the reasons for that is because you were then 20% of potential donors trust organization, and there is a wide range of reasons for that. We as non-profits and as impact creators view the world is it could be has to do a better job of not just vacating our vision but bringing people in on that vision. And that requires a more three dimensional story, um, or hope, view of our And that includes sharing her, sharing our failures. Yeah, um, listeners, I know that Whitney is cutting out a little bit. It’s it’s something in the phone. But we’re pretty sure that if even if she calls back, it’s not gonna make a difference of Whitney. I may ask like I’m a repeat. Something that I I think you’ve said or I asked you to repeat something. Okay, because you’re cutting out a little bit. I think it may help, though, if you speak louder. Okay. Okay. Um, all right. So yeah. I mean, this is this is, uh, consistent with what we know about personal relationships, right? I mean, if to build trust with I don’t know, a spouse, a friend, you know, you you share and and just over time, I mean, you don’t want to share the good things that you share. What’s what’s happening in your life, and it’s not all good. And over time that the people you’re sharing with feel that they’ve been brought into your you brought them into your confidence. Great. You pick each other up and buy a shared your failures and kind of throwing your bungles out there. You give your community a chance, your hero. You tend to take it as a non-profit, the place of the hero in the grand story. And if you read Donald Miller Story brand, you know that Really, Um the odd wants to be the hero. And by sharing your failures and giving them a chance t and help you as part of you, you really give them the opportunity to the hero in that story. And that’s one of the ways you you gain trust and and buy-in. Okay, I’m not clear on something. Uh, making someone the hero of the story could flush that abila more sure to be sure to talk. So, as a nonprofit organization, you you tend to be the hero in the grand scheme of your vision. You are connecting and volunteers to your beneficiaries to serve your mission and the role of donor or volunteers can’t sometimes be inadequately highlighted. The people who stand on the sidelines wondering whether or not they should get of their time or their money are there. They’re looking for some reprieve and by giving them an opportunity to serve you first as xero. So to speak, in the story outline of communication, you give them the opportunity to feel like they’re really important to you and therefore to the mission. Okay, so making your donors and volunteers and Central Central to the story. Great. Okay. Okay. Um, have you seen this? Ah, have you seen examples of this? Any stories you can share that you think I’ve been done? Well, certainly. We’ll tell you about the startup that we’re working with right now. It’s high altitude training. And these these books have an incredible mission. It’s a group of elite long distance athletes who have together to show how sustainable living is the road, who meeting our highest human potential. And they they’re promoting sustainable living practices and agriculture and energy, and they’re using their competition to show to build a community around these ideas. Obviously, as an athlete, you can’t show up and take every time every time you raised rape. Yeah, So we have to make sure that our community and we’re building a wide, um, community of donor sponsors, volunteer participants. That community needs to be with us, and you stand that, You know, we may come in 10 but that is not any less important to our mission. We have to be able to show them how every every failure, every pore, placement, every station is an opportunity to refine our actions and refined and learn more about the lifestyle that we’re trying eat and how to become better at it on dhe. How do they do? They or generally are you recommending, you know, like coming out, right? Like asking for trust Or this is just something that you build implicitly. You know, Bo, what’s it? For the most part, I’ll go back to Tiu Thio, you know, shit. Like my marriage, for instance, my husband and I just celebrated 12 years, and, um, when we when we first started dating, I adamantly against marriage or any, you know, major commitment. Because I didn’t have that kind of trust. And I think a lot of people can relate to that over time. You, you you you work other, you fail together, you grow together and you realize that we’re We’re in this together. You’re important. I’m important. We have to come together to to serve the school. Did you? Yeah. It does make sense. Um, you start by by by sharing. You start by moving it. Build enough of a background you do You turn to them and ask them. Trust me. Don’t need volunteer. Give speak. But in order to make that request valid, you want to spend your time building that relationship and half of half of it is testing. The other half is failure. Yeah, well, it doesn’t have to be 50 50. I mean, you could we could be a little more optimistic. Make it like 60 40 right? Failure, success to failure. And let s oblique is just, like half, but, you know, out there in South Dakota, please, Ideally, it doesn’t come up very often, but when it does, you know you don’t want to You don’t be the ones behind behind the eight ball, you know you want you want to get well, for instance, you know, this is kind of a political topic, but the, um, fiasco in Florida with the Florida charity. Um, they were in a position to receive a station from a questionable fund raiser. Um, you know, as soon as it hit the public act out and there there were two ways to go about handled situation and positioning yourself in that situation. And when we when we come up against, um, situations like that very, You know, 1/3 party may not a lot or best interest in mind, but their actions may not align with our mission. Our vic gold. We take a stand, and instead of receding into the you want to stand up and explain, you know where you are in the story, how you responded, how your response reflect on mission in values and division so that that story isn’t written by someone else. What about selecting the right failures to talk about? I can envision some that you shouldn’t, but let’s let’s put aside the ones that are that are public, and then, you know you have to you have to share. But, uh, you know, there’s some things that you might be a might be a bad hyre or something. I mean, what what types of failures. Would we include or not? Include? Okay, So, like you said some just public And you know, if it’s if it’s going to take off in the media, you definitely want to get that. Yeah, of course. But others include white fun galas. Think things like that where maybe you don’t have the amount that you were hoping for. Yeah, you know, a lot of organizations. What they’ll do is they’ll take their attendees and squeeze them into a little ball and take a picture to make it look like they’re 100. And they’ll put that story out and, you know, talk about the great turn and everything that was accomplished. But we still need you to donate really hard on trust. The messaging doesn’t align. Whether or not your audience really puts the time into unraveling that they know they know that there’s something off and that hurts their trust. What would How would you message it instead? Um, I would mess. It’s typically about like, uh, on event. I was humorously like, Wow, we really bumbled that one. We scheduled this during this other events. Too bad we’re not that popular, you know. But since that we need you guys to show up in this capacity instead. Okay? And you feel like this is something, by the way, we just have about two minutes left. You feel like this is a way, a way to move forward in 2019 and ahead. You see this as an important future trend or current trend and just increasing Absolutely Whether or not, um, the Internet and having you know, all of the station of ages in the pub wolber hand has forced us to be transparent as a non-profit. You are complete both. So you might as well work with that to build a station ship run with it. There are great organizations like charity. My gosh, I’m so gaga over charity water. I’ve never seen such such bold. And I mean almost surreal transparency. And that’s that’s the standard that donors want and need to see any. Yeah. Um, yeah, there’s a video I remember seeing charity water scum. Scott Harrison. The CEO is standing in front of a well that failed in. They do their work in Africa. I don’t remember what countries in but the well collapsed and he said, We’ll be back. We’ll be back And I’m sure I’m sure he sure they did go back. Um Okay. Whitney River. We’re gonna leave it there. Thank you very much. My pleasure. Thank you. You’re welcome. It’s a founder and chief development strategist at what’s the word? What’s the word? Inc dot com and at what’s the word Inc. Next week you heard all about it. It’s the 4 50 If if you don’t. If you don’t remember what next week’s show was about, you need to tune out. If you missed any part of today’s show, I beseech you, find it on tony martignetti dot com actually already turned out. If you don’t, if you don’t know what the 4 50 it is, you’re already out. Responsive by Wagner, c. P A. Is guiding you beyond the numbers. Witnessed gps dot com by Cougar Mountain Software Denali fundez. They’re complete accounting solution made for tony dot m a slash Cougar Mountain for a free 60 day trial and by turned to communications, PR and content for non-profits, your story is their mission. Turn hyphen to dot CEO. Our creative producers Claire Meyer off. She’ll be in the studio next week. Sam Liebowitz is the line producer is screwed up today. Social shows, Social media is by Susan Chavez. She’s safe. She’s out in California. No guilt there. Mark Silverman is our Web guy. He’s fine. And this music is by Scott Stein, who will also be in the studio next week. You’re with me next week for non-profit radio. Big non-profit ideas for the other 95% complete. Turn the air conditioning on. It’s sweltering in here. Go out and be great. You’re listening to the talking alternate network. You’re listening to the Talking Alternative network. Are you stuck in a rut? Negative thoughts, feelings and conversations got you down. Hi, I’m nor in Sumpter potentially ater. Tune in every Tuesday at 9 to 10 p.m. Eastern time and listen for new ideas on my show. Beyond potential. Live Life, Your Way on talk radio dot N Y C on the aptly named host of Tony martignetti non-profit Radio. Big non-profit ideas for the other 95% fund-raising board relations, social media. My guests and I cover everything that small and midsize shops struggle with. 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448: Your Crowdfunding Campaign & CRM + Email + Website – Tony Martignetti Nonprofit Radio

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This week: 

Your Crowdfunding Campaign
Most crowdfunding campaigns don’t make goal. What are the common denominators for failure and success? Moshe Hecht answers all, and shares his organizational readiness checklist to get you prepared for success. He’s chief innovation officer at Charidy. (Recorded at 19NTC)

CRM + Email + Website 
You’ll learn more about the people engaging with you when your CRM, email and website are integrated and talking to each other. We’ll leave you with a plan for getting these technologies together. My guest, also from 19NTC, is Isaac Shalev, president of Sage70. 

There’s more at tonymartignetti.com 

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Hello and welcome to Tony martignetti non-profit Radio. Big non-profit ideas for the other 95%. I’m your aptly named host. Oh, I’m glad you’re with me. I’d turn pseudo referees if you made me sweat with the idea that you missed today’s show Your crowdfunding campaign. Most crowdfunding campaigns don’t make goal. What are the common denominators for failure and success? We she Hecht answers all and shares his organizational readiness checklist to get you prepared for success. He’s chief innovation officer at charity that’s recorded at 19 NTC and C R M plus email plus website. You’ll learn more about the people engaging with you when you’re C R M E mail and Web site are integrated and talking to each other. We’ll leave you with a plan for getting these technologies together. My guest also ferment 19. NTC is Isaac Shalev, president of Sage 70 Attorneys Take two. Show number 450 were sponsored by Wagner. C. P A’s guiding you beyond the numbers regular cps dot com by koegler Mountain Software Denali Fund. Is there complete accounting solution specifically for non-profits tourney dot m a slash Cougar Mountain for a free 60 day trial and by turn to communications. Full service, strategic communications and PR turn hyphen to dot CEO. Here is your crowdfunding campaign. Welcome to Tony martignetti non-profit radio coverage of 19 NTC. That’s the 1920 19 non-profit technology Conference. We’re in Portland, Oregon, at the convention center. All of our 1990 seasoned reviews are brought to you by our partners at ActBlue Free fund-raising Tools for helping non-profits to make an impact. I’m joined down by mushy Hecht. He is the chief innovation officer at charity. That’s with a D. On his topic is why your crowdfunding campaign might fail and how to avoid it. Welcome, mushy. Thank you. Thank you, Tony, for having me on the show. It’s a pleasure. Pleasure. Um, what’s the work at the charity? So we are a crowdfunding platform and consulting service. So we help non-profits run their e-giving days crowdfunding campaigns, and we do the entire back office service for them. So we’ll give them the platform, and then we will give them a a team of marketing specialists and fund-raising consultants to help them succeed in their crowdfunding campaigns. Okay, so your first step in making sure your crowdfunding campaign doesn’t fail might be to engage charity. That’s right. Oh, man. What a free from I just give you 30,000 listeners, and I’m not gonna charge you. You didn’t ask for it, so I’m not going. Um, okay, it should be pretty simple. You got a lot of ideas around. Reasons why these things might I’m over modulating. Why these things might fail. Um, give us some some stats. Most do. Bye fail. You mean not make goal, I presume. Let’s define our terms. So that xero Yeah, that’s a great That’s a great way to start. So yeah. Okay, so the industry would would, you know, measures it by, you know, you set a campaign goal, and then you don’t reach your campaign goal. And that has about a 2/3 of campaigns. Don’t succeed across crowdster have very broad metric. If you go a little deeper into it’s a personal cause. Crowdfunding campaigns success rate is actually much lower than that. We go into non-profits or a little bit hyre. You’re going to creative creative campaigns for businesses and products. They’ll be somewhere depending What platform? Some Some state, 44% success rate, somewhere lower. Um, it’s not great. The success rate is not great and mostly judged by reaching the goal. Now, in our talk, I spoke about a different metric, which is probably more accurate and more helpful metric to of what failure means. Okay, so if you think about and you try to zone in and what did the essential difference between let’s go modern crowdfunding and, you know, just a classic fund-raising. Okay, so before modern crowdfund e-giving at some really great ways to fund-raising direct direct No, you know, you know, face-to-face solicitations, events, andan, even email marketing as of late and social Media Marketing has a laser all great tools to fund-raising to get in front of people into engage and solicit donations. I would, um, I in my view and in my experience, essential core difference of why you would okay, do a crowdfunding. I mean, if you got all those other options, is that when you when you set out to do a crowdfunding campaign, Essentially, what you’re trying to accomplish is to hit a tipping point that the campaign the crowd from the campaign will be so effective that it reaches a threshold. And over that threshold, it reaches a certain Momenta Mme that you don’t need a push it anymore. And it has a life of its own, right? So think about some of the most popular crowdfunding campaigns that we don’t know about what we call us when we, uh, you reach a you reach, um, you have your pioneers, you’re early adopters, and then you reach early majority. That’s right. Tipping point. I’m glad. Yes, Malcolm. So it’s it’s funny mentioned that my entire talk was actually is based on sort of the narrative that we’ve created through for the presentation to make it a little bit, you know, easier to understand is I based it on the Mountain Gladwell book. Oh, on the on the fundamentals. And that book came out in 2000 19 years later. The fundamentals of that book are still very true and can be used as an analogy for what it takes to reach a tipping point. And that’s really what you’re setting out to do, because otherwise just go to classic other ways. Just why put in the work in the effort to try to do a craft in-kind every single Exactly. You gotta start using direct mail to get people to donate to your crowdfunding campaign. Just write a letter, a solicitation letter, eggs. Every single dollar is a struggle, right? So the possibilities is really what you know of this, you know, uber connected world, this World wide web of goodness and kindness that we live in the possibilities of hitting, attempting a tipping point of having the campaign go well beyond your own abilities to take on a life of its own is really what we’re trying to accomplish. So I would say that there’s actually if you use that metric as as as failure, it’s actually a lot more than 2/3. It’s just that that’s hard to measure. Weight have to be really do granular analysis of what can I get? Lots of campaigns and how they trended and over over what beer time. Okay, but yeah, if you apply that measure, I’m sure it’s. But it’s not much worse, less less than 1/3 succeeding Okay. Ah, so what are what’s the best way to? We just dive in and say, What’s the number one? Well, I I thought of something. After all, what’s the number one reason campaigns failed, So there isn’t one reason. And number one number one, what’s the top reason? It’s gotta be a top reason. So mote many of you. Well, what I would say. Probably a top if I had to choose. The top reason is a lack preparation. I’m asking you, like a lack of preparation and the infrastructure set up right in for up front. Okay. What we do, What do you need to do up front? Very good. So you’re getting me through the top? Didn’t you see the questions I gave you before? So, Tony, tell me, um, it’s time for a break. Weather, cps, their accountants. You know what they do. For goodness sake. You’ve heard me say this. You know what CPS do? C p a. Certified public accountants. Do you need one? Do you need a firm? You need a couple, whatever you need. You know what they do? Check them out first at wagner cps dot com. And then you know what to do after that. Pick up the phone, talk to you. Eat duitz. Doom the partner. He’ll tell you whether Wagner CPS can help you. Regular cps dot com Now back to bushy Hecht and your crowdfunding campaign. So that’s actually a good question. Once the number one reason, Yeah. Lack of preparation, I think, um, people they see so we see a lot of graph looks easy, right? It looks like a kn accident. Do it. Do a do a 32nd selfie video. I go on to kickstarter or go fund me. What? According to you, what? What? My intentions are what my goal is what I’m raising money for. And, uh, and then and then people just come like we thought about web sites in 1990 to build it, and everybody will come to it. Not gonna happen. Yeah, doesn’t happen. So there are, um, a few core ingredients that need to go. It’s a new set of we’re talking about upfront, prepped on infrastructure. And these are I would say, these are fresh tools that non-profits need to learn. Okay, um and maybe individually, some of them are, you know, classic tools. But combining them together is really where the magic happens. The glue that brings them all together, that creates that, you know, sort of velocity That helps a campaign take off those two and these air. And I say they’re fresh tools, because there, you know, they’re the these are part of this is possible. I believe that. You know, we hear a lot of saying, like, you know, don’t try to do a, you know, ice bucket challenge for your organization, right? It’s just not realistic. And that’s actually, you know, if if consultant would tell you that I would say the streets looking out for you, he’s not trying to set you up for you. No unrealistic expectations. But I have a bit of a different view in the way my experience on what might what? What I do for a living is we actually work to reverse engineer a an ice bucket challenge and say, What were the ingredients that went into the ice bucket challenge even though it happened by accident again? Okay, organically. It’s not like someone came together. All right, we’re gonna raise under $50,000,000. We’re gonna get the entire world plus the president down. Bill Gates, everything. Here’s the plan. Follow blueprint. Do it. But l s had some things in place. Well, they’re so there. So not with not with this intention. I would say it doesn’t like that so I would say we’ll study. It doesn’t matter. Meaning whether the things happened by accident or they happened with intention. Doesn’t matter. Just tell me, what were those that they were in place? No, no, I understand that. Yeah, I agree. Yes. So they’re making it clear that they didn’t set him up with the intention of exactly Because that’s country what you’re talking about. Yeah. So? So what we’ve done is what was already so number one, Let’s go through a mountain labbate. Okay, Number one is the power of the few. Okay, so we know about you know, the power few 80 20 rule When it comes to fund-raising grayce absentee money is coming from 20% to you people. 20% of ah, you know, 20% of your people should be giving 80% your money, right? And we use this says as a methodology for fund-raising. Rarely do we use it as a methodology for involuntary engagement and for soliciting people to become ambassadors and influencers for your organization. Where we say Okay, well, if we’re trying to get to the message, we should just engage with the mass masses. But the reality is is that it works the same way with volunteer engagement. Getting people to advocate for organization is first, find the power of the few. Find the power of those. The column, the the influencers, your power. Your have power on social media. Exactly. So so glad. Will breaks it down into into into three different types of people. Connectors, mavens and sales people. Right. So today we call them influencers, right? And they but influencers have varying degrees of these attributes, you know? So Ah, connectors like you going to a party. And you’re like, you know, how’d you get here, Laura? You know, she, uh, Lauren bradunas. She invited me to You walked through the room. Heroes at Laura basically was, like, had something to do with everyone invited to the party. Right. You’re going to a conference in Portland, you know? Oh, you have to meet Laura. She’s gonna be there. You gotta meet Tony. You gotta get on the show. You know, everyone’s on his show like these air connectors. That’s not a hypothetical. No, no, that’s that’s really you’re connected. And you’re also maybe even be a maven. Maybe even a sale of herself. Disgusting. You’re made in first. Everything I don’t want to say I’m a whore. Everything. Oh, my God. There’s a lot of Yeah, So there’s a lot of obviously that there’s crossover at some people. Could be like a professional something, And they’re also a bit of a connector. But essentially, it’s influencers. Right? But influencers, you know, today we know the Miss Influences, and they’re like, OK, instagram influencers, they sort of They become formalized and formulated into an actual career. Right? But it’s not just the professional way. Gotta move this long. You have a lot of tips were only on the 1st 1 so number. So you know what? No, I do wanna go deeper on this before before we leave it, but I’m directing you that we got, uh I wanted to get specific. What do you do with these influences first? First you gotta identify them. There are companies that I can help you sort through your all your social contact if you give them your email. Maybe charity does that. I don’t know, but you get enough of a free promotion. I’m not gonna let you say whether you do it or not. Maybe you do maybe you don’t go to charity dot com. She could find out beyond that. So you’ve identified your influencers? What do you do it before your campaign? You You Well, you empower them to be a springboard and a messaging board for your organization. So say you’re a school, okay? And you identify, um, an educator in the community, right? That who’s a maven in the community, which happens to be a parent, right? And you, you you engage with that person and say, Listen, we’re doing the campaign, and we’re raising money for this in this new program. And you happen to be a professional in this program and love for you to get onto a video and talk about like, Yes, this program really deserves the funding that is being asked for. And among all the noise that’s happening through all the solicitations and asking this is going to rise to the tide because you’re getting that trust and that gravitas from this professional who’s going to bring your message to the forefront. So you want to identify them? You want to empower them, engage with them and ask them to become advocates for your campaign. Now, if and their first. So they’re really carrying the message forward, right? The connectors are like just by just by posting it on Twitter today or posting on instagram or putting it on a whatsapp group, they’re naturally connecting or they’re going to an event, right? The mavens air giving you no weights and trust to the conversation. Salespeople are creating persuasive reasons why you should give and should give Maura and give even more. You line these people of strategically, you could have a much greater chance of success. All right, How much? How far in advance? Great question. So it happens in in-kind. Took 14 minutes for questions. Wait. Another 10 maybe 12 5 Feel generous it How far? So we do it, so we do it in stages. So what’s really important with crowdster radcampaign is keeping the momentum going. So you don’t want to, you know, start preparing a campaign several months before, and then you lose interest in you lose momentum, right? Because you want to complain. It’s like a plane taking off, right? So they’re usually the first people that you would reach out to you before you go public before you go public, right? so you’d reach out to a couple weeks before a couple of weeks before you know if I’m dealing with a squid newsome with university. So it would be like, let’s say, two months before the campaign and you want to. You want to give them preparation? Won’t have them prepare their message. You want to have them, you know they’re gonna go out and they’re going to speak on behalf of the school. They have questions. They’re gonna I want to, you know, you know, curate and really define their message. Probably university. That’s a bigger bureaucracy to so some of their messaging may have to be approved, but sizes smaller midsize shop. Well, College University could be a mid size small shop. You don’t need to be two months out in advance. We’ll give you an example. Influencer. Yeah, so I’ll give you an example. We did a campaign we ran a campaign for Why you in New York University and this was three years ago. We’ve done one recently also, but the 1st 1 that we did of slogan was I m y you and Lin Manuel Miranda was actually a honorary graduate of Achieve University. So We engaged with him for a video several weeks before, But then the video only launched the day before. So it’s about lining up that strategy. Decided that would be a nice shot. Exactly. I shot started every every campaign’s not gonna have a Lin Manuel Miranda. But that’s, you know, kind of an example of someone finding people who have that broad appeal and that broad network to be able to, you know, take your message further. All right. Um, what else do we have to have in place? Yeah, in advance. So them the were only on the in advanced stage. We’re not even into the way. Have 10 minutes left. So the second thing is really, really second thing is really taking messaging. Very serious. So we’re still in the preparation we’re so ever. So I’ll tell you, Tony. Oh, everything. Everything happens in preparation. Okay. If you know what I always say that once your campaign starts, it’s already over. There’s nothing you can do about it once it starts. You know, once it starts, you just if you’re waiting to it for to start for to be successful, you’re gonna lose all your friends. Okay? Yeah, because you’re just gonna be harassing people, like throughout that radcampaign beating down the door for wait. We don’t want that. That’s not that’s not the outcome that we’re trying t. Okay, It all happens before I really wanted thio off. Okay? Yeah. So the second thing is just taking your messaging very seriously. Um, and Gladwell talks about it compares it to, like, you know, the stickiness factor. You can have good messaging. Are you gonna have missing that actually sticks, right. So taking, going to the depth of your cause and your appeal and really defining the truth in the essence of what you’re trying to say. But then churning that into a bite size, you know, congest oppcoll message that has that has legs, okay. And a message that is going to be memorable easily. Big headlines will be able to, you know, the think different, open happiness. You know, those type of messaging, it works wonders in crowdfunding. And it’s so important because you know, the distance between your message and your conversion is actually really, really close. You know, you’re going on on social media and you’re saying, you know, getting to the core of an organization, Really? So getting to the heart of organization and making a real beautiful, you know? Well, well, well positioned. Ask right. You can see it conversion instantly. Be just moments instantly. And that’s what’s important, right? So 20 years ago, when you had a great man, you’re doing a billboard. You couldn’t really measure the results in the conversion of the building. Well X amount of eyes walking down next month. Today, messaging is so much more critical. You can’t mess with that because it’s like there’s so much you can gain with a better message. People are going to see some that’s really gonna be compelling. They’re gonna take action. You’re gonna have feedback immediately, instantly. And that’s also good with testing. So you can text messages. You contest the messages, you can tweak messages. Okay. Messaging? Yes. 30. Glad we’ll talk about the power of context. Okay, so context is that the timing is the right environment. The right moves, you know, it’s social. Are people prepared for it? Right. So on a practical level, you know, the do’s and don’ts of timing. And so you know, you know, for for ce que no for typical organization you want to think about. Okay? December’s a great month. You know, you’re on fund-raising. I want time up and lead my fund-raising My my crowd from the campaign to happen You’re in Line it up with your and fundez latto content. It should be leveraged year and fund-raising thing. Right? Um, if you are a religious organization, it should be before the holidays tied into tight to the holidays where people are in the mood of e-giving worth tied around Christmas for people in the, you know, in the in the giving season. So timing is really, really important. And then in the don’ts, you know, timing around Passover? Exactly. Yes. The Passover is coming up soon. It’s a great time. We have a lot of campaigns happening. Be Christmas. Just a Catholic name. Yeah, I was trying pandering. You’re pandering. Necessary called you out here. Listen. Martignetti sounds Catholic. Culwell call at Christmas. Go ahead from New York, Jewish or Christian? Celebrated Christmas. You know, it’s everywhere. You can’t get away from it. You know, I heard that, um my kids are still wondering why they don’t have a Christmas tree. That they’re not getting it um, it’s just everywhere, you know. Um, you know, it’s interesting on it. Before this company I work for my brother started a virtual currency company. This was 2012 Virtual what? Virtual currency. Currency 1012. No. One way ahead, Right. Guys got back. It was where he was just too much of a vision or way ahead. Right? So you’re talking about and there’s actually I’ve been in the last six months I’ve actually seen already three businesses that have almost the exact identical business model. Tow what we what he what he created and what we were trying to create that genius. Brilliant. Nothing bad timing right through these other three of taking off other’s movements. There’s a whole ecosystem today. Virtual currencies go today, so timing is really, really important, you know? Are you coming out with your message? Where than even the environment is ready for it? Look at that. Remember the immigration campaign that you don’t let your brother listen to this? Yeah, sure. Does he know I really wrote that rodeo? How I wrote about this kind of threw him under a bus. You know, zoho thing for him, you know, it’s it’s, it’s he’s a genius, you know? He’s, you know, he’s too smart. It’s got no time, no time, no good. You can’t invent the car now. Exactly. You remember the image of the campaign that Facebook krauz from campaign that raised like $35,000,000 for, you know, for for the immigration organization in D. C. Was a 35,000,000 crowdster. It was a $35,000,000 crowdster. That organization, before that campaign struggled to reach $1,000,000 a year fund-raising. They didn’t even have a budget of more of $1,000,000. Here they are, the timing with the entire immigration fiasco that’s that’s going on. Someone launches a campaign on their behalf, or they launch shevawn exactly sure who launched it within weeks. $35,000,000 from tens of townspeople. And and you should. You know it’s not about being an ambulance chaser. You don’t want to take advantage of situations but should be looking out for you. That’s that’s grabbing a hook Exactly. If there’s immigration news and you’re in the immigration space, I think if you don’t grab a hook, your risk being irrelevant, and I’ve had guests who have said that, and I believe it myself. I just I just repeat everything. Guess yeah. Bring smart. Don’t have any knowledge of your own. I have a good memory. All right, let’s move on. Really? Have a couple minutes left, like three or four. So more things. More things. Preparation. Mushy, please. So I’ll tell you. Great. So So you have your So let’s say you lined up all these ingredients, right? And you you line up your power of the few. You get your influences lined up to really help you can. You got amazing messaging, right? And then you have the timing’s perfect. You get even a little setup, right? Roger. And for what you’re missing right now is it’s not enough. No, no, not sufficiently. You’re missing. You’re missing. What you’re missing here is velocity. Okay, so think take up. Sorry about that. Take a plane. Take off. Right, Guys, watch one off. Yeah, take a plane. That’s mine. I put mine on airport road airplane mode for you. Uh, if I could get the same courtesy put in his pocket, but he still didn’t put it. Still did not know. You only gave me 30 minutes and going in airplane mode, yet just took in his pockets. It’s still gonna vibrate. All right, So take a plane, right? It has to reach a certain speed within a certain amount of space. Was a certain amount of time actually living velocity velocity on and lift and lift in the upper wings and believe that teacher above pressure below. So all that scientific stuff, But the point is that you need thes things to happen within within a specific amount of time for us to be able to create that combustion for it actually take off right field to hit the tipping point. Yeah. Okay, So, um, I’ll give an example of what things? People we see that people are usually doing wrong they can improve on. Is that, you know, yesterday had to come from at my talk. I asked someone like you who’s been involved in a crowd from the campaign dahna peer-to-peer of campaign, for example. And one person Me. Okay. And I said, Well, tell me how it went in these and she said, Well, they called me out, they sent me an email and then there was an event, anything, and they said you know, would you take on a campaign a page to raise $3600 for the organization. Right? And she said yes. Okay. And then when was the end? When was the organ it? When was the campaign culminating? Four months. So is the worst words four months of her life. Okay, so you need a much less time than you think you do, right? You think more time equals more money? No, no, no, it doesn’t. Less time equals more money because, you know, people are just inundated with so much information. And if you if you have the right ingredients to motivate the person to say yes, I’ll give right with by telling them, you know, whether you let’s say you put a matching component on the campaign right where you said in this and limited amount of time, your money will be matched, right? Right. Or you put it. You have a certain goal that you have to reach within a certain amount of time, that urgency, their impact recognition with everybody’s gonna be recognized. The campaign. You have all those ingredients and you have the right man. You have the right people pushing it and the context is right. You need very, very little time to actually take off. The majority of our campaigns happen in 24 36 hours. Millions are being raised in 24 3rd toe with weeks of preparation. So if you want to hit a tipping point, you can’t have, you know, miles of runway. You’ll never take off. You just drive right off the runway, and that’s it. So shorten the runway and and and prepare the ingredients that you need, as we just mentioned. But that should be all be done in the maintenance hangar. Exactly playing now, in case that wasn’t obvious. Yeah, you’re feeding off, Tony. We feel about each other is done in manufacturing. I mean, you go way back, but it’s done in maintenance, maintenance and cleaning. Yes. Okay. All right. All right. Uh, give me another minute. You got, uh, Can I? Yeah. You got one more thing. I want to wrap it up. Dahna without mentioning charity dot com. Can you Can you summarize or you want to give another tip? You know, listen, I’m here today, and I don’t do a lot of the conferences, but it’s it’s It’s fantastic to be to be here. I think the Auntie unconference is really nice, you know, some of their like way big. And there’s not a lot of you know, too big to have conversations and too small. I think this is a really, really nice sized dent. Unconference. I’ve met a lot of wonderful people here, a lot of people doing a lot of innovative stuff in this space. It’s it’s encouraging to be here to see a lot of people, you know, working towards the same goal. Yeah, all right, we’ll leave it there. Thank you for having actually. Don’t don’t walk away yet. Your your phone is Your watch is buzzing. He’s monisha Hecht. He’s the chief innovation officer at charity. C H a R D y. That’s enough shout outs for that, and you’re with Tony martignetti non-profit Radio coverage of 19 ntcdinosaur 2019 non-profit Technology Conference, Portland, Oregon All of our 19 ntcdinosaur views are brought to you by our Partners Act Blue Free fund-raising tools to help non-profits make an impact. Thanks for being with us. We need to take a break. Cougar Mountain software maintaining separate accounts for each fund-raising daily expenses and reporting to the board are all challenging. That’s why Cougar Mountain created Denali fund-raising osili Fund, a complete accounting solution specifically designed for non-profits. You know, like the Park Denali. They have a free 60 day trial at tony dot m. A slash Cougar Mountain Denali, of course, is also a mountain, but it’s Ah park in a mountain Denali fund that m a slash Cougar Mountain. Now, time for Tony’s take to the 450th non-profit radio is July 26th. Yes, we’ve been at this nine years times 50 shows. There you go. Who’s gonna be with us? Scott Stein, of course. Live music. You gotta have Scott and his 88 singing. Ah, our theme song. Cheap red wine Live in the studio. Um, of course, our creative producer, Claire Meyerhoff, live in the studio. Call ins from all our contributors. Giveaways? Yes, giveaways. I’m sure we’ll have cure a coffee. The coffee owned by the dentist that provides dental care for coffee growers and coffee workers. As you buy their bags of coffee, they’ll be there. A sponsor of the 450th will be giving away some bags of cure coffee. Always great fun. Um, we’ll have some some comedic thing. It’s too early to tell you. Don’t You don’t need to know at this point if I told you you’d forget anyway, So just be tuned in for the 4/50 and you’ll see what we’re doing. We’re giving away and, uh, what we put together. All right, that’s it. That’s Tony’s. Take two Now here is C. R M plus email plus website. Tough. Welcome to Tony Martin. Non-profit radio coverage of 1990. See, that’s the 2019 non-profit Technology Conference coming to you from the convention center in Portland, Oregon. All of our 19 ntcdinosaur views are brought to you by our partners at ActBlue Free fund-raising Tools to help non-profits make an impact with me now is Isaac Shalev. He is president at Sage 70 and his topic is solving the C r M plus email plus website equation. Isaac. Welcome. Thanks very much for having me, Tony. A real pleasure. You have a real radio voice. Good podcast voice. I should start one you have right now. You have one already, right? I’m cheating. I do. I’ve been podcasting for a few years on a totally different top shot out your podcast. What is it? My podcast is called on board games, and it’s about board games. Eso head overto on board games dot net to check it out. Okay, Wonderful. That that’s obviously a part time passion of yours again. Yeah, I I design board games on the side. You designed them. I was gonna ask you, Do you talk more about classic or contemporary games? We mostly talk about contemporary games. We talk about the games industry, which is exploding these days, and we feature interviews with industry guests and talk about what’s happening at conventions and things like that. That’s what’s fabulous about podcasting. The niche niche, a board games podcast. Yeah, you could go all the way down the rabbit hole in a podcast. And there’s somebody down there listening, doing it. Yes, whatever it is. Yeah, all right, Uh, let’s do our equation. So what? What’s the problem here? Well, I think it’s an opportunity, really. More than a problem of the opportunity is to be able to know more about the people who are engaged in your mission. Whether that’s donors who are coming to your website to learn more about you or who are reading your emails because they want to know more about the work that you’re doing, um, or whether it’s program participants who you want to track as they go through your programs. You want to be able to wherever somebody touches you, no and track and engaged, which means you need a database that can store all that engagement information. But you also need connections between where the engagement happens. Right when you send an email, you need to know who opened the email in order to track that they opened it and cared about it. Same thing with the Web. When somebody visits your website, you want to know that they came and what they clicked on that’s gonna help you communicate with them about the parts of your work that they care most about. So that’s the promise of C. R M. When it’s integrated with email and with the website. The technical challenges enormous, though, because these are different systems by different vendors and different underlying technology, and making them connect is not trivial. So we’ve spent the last 15 years working on this and we’re getting there. We’re getting closer and closer each year. Are the vendors cooperating with each other? I think that over time we’ve seen a few cycles of how this kind of works. So initially we had a lot of unbundled services. You had your website on your website was I mean, even think about the pre WordPress days, right? When when people were spinning up websites on bear code. Um, and you had databases that didn’t even talk to the Web. I mean, if you were working with earlier versions of razors at your donor perfect, they didn’t have any connection to the Web. But all that’s changed a lot. Now they’re all in one systems. You know, Neon is a vendor that’s pretty popular in that space that provide content management systems as well as email marketing platforms as part of the core CR M database offering. But you can still do it. Lots of other ways and enterprise solutions are often more of a Let me pick of the best in breed for each service I want and then integrate through AP eyes, Um, and that can be very powerful, but it’s challenging, not on just the technical level, but on the training you need to train staff to be able to use multiple different systems. And you need governance. You need somebody to oversee how different systems connect and make sure that the right pieces of data move to the right place is a lot to this. All right, well, that’s what we called it. An equation, you know, were straightforward. There’s some math ap eyes. Let’s just make make that clear. We have jargon jail on non-profit radio. You’ve trapped me in. So I didn’t drop you. I was your for your You’re free falling every rolling. I walked right in and slammed the door. Okay, I know that in a p I was like, It’s a call from one to another, but you you don’t know what it stands for. You can define it better than I can. So, uh, a p I is a way in which one system defines how it wants to be spoken to buy another system. So when you use an A p I, what you’re doing is you’re sort of saying I want to move information like your name and your email address from my website, where I captured it in a form to my C R m so that I can see if maybe you’ve been a donor and I can add engagement record, I can add a touchpoint to your record. So my cr m will say, Oh, that’s great. If you want to pass me information, send it to me in a file that looks like this, right? So send it to me within column one Put the name in column to put the email and package that into a you know, an extra accept ostomel far, whatever it is. And send that to me. That’s basically what an A p I is. It’s how to structure data so that you can move from one system to another stand for something. Yeah, it stands for automatic program interface. I believe I’m not sure about the A Okay. Program interface makes sense. Yeah. Okay. Um, is there an advantage? Thio open source versus proprietary in terms of the three working together. If if you’re all open source, are you more likely to have compatibility? Oh, um or not. I don’t think that, uh, you necessarily will have more compatibility. What’s true is that open source products worm or committed to an open standard s o. They were more committed to offering AP eyes that allows data to move in and out of systems. And there were a lot of and there remained a lot of vendors who don’t yet have fully open AP eyes. In some cases, like blackbaud has been spending quite a bit of time developing their sky a p I that promises to allow open access. But the reality is that if you’re sitting in Razor’s Edge seven, it’s hard to move data in and out because there aren’t really open AP eyes. So yes, if you were in an open source system, you probably had access to open a P eyes on at least one side of things. I think generally that modular architecture, that idea that the product that I’m building should allow data to move in and out has become more broadly embraced no matter what, and open source products have faded, I think, in their relevance to the non-profit space over the last few years, So C v. C R M is no longer ah leading C R M product in the market without sails. For Salesforce’s open source business sales forces of proprietary proprietary yes, sales force is owned by the Sales Force company. I know, and I heard somebody say that it was open. Source. Sales Force has open AP eyes So let’s let’s define the difference here. Open source means that the coda that the product was written in is available to anyone like Firefox. Right? Mozilla makes Firefox. Mozilla’s an open source, right? So you can take that code. You can do whatever you want to it. You don’t have to pay anyone for it on. That’s what open source means. Sales force, on the other hand, has open ap eyes. Which means how could that I could? No. Course not. You have to report sales for separation. Yeah, All right, So So, yes, but you do want to look for that, but you do want a little lackluster. Sorry, I’m the only one. It’s Tony martignetti now, probably. Unfortunately, not somebody else’s not greater. You’re stuck here. Okay, so, yes, maybe was open a p I Maybe that’s what I misunderstood. Well, the trick is also that you have to be really concerned about the word ap I because there are, um a lot of folks out there saying we have a p eyes and they’re not wrong. They do have a P eyes, but they may not be opening all of the different tables in the database to you. So you may wanna track information in your c r M that you can’t pull from another system. Because, for example, um, you might have an email system where you can pull whether a person opened a specific email on whether they clicked on a specific email. But maybe you can’t pull which email they unsubscribes from. That’s just not an available thing to pull from there a p I So you’ve got some functionality. But when you made the decision oh, they have an A p I. Let’s use them. You might not have been aware of the limitations. S o a. P. I doesn’t mean all the data can move easily, and you really need to explore and make sure by examining the AP I documentation to dive down. Yeah, to know that it’s going to share with you the with your other system, the information that you’re expecting to carry over, right? I mean, you can imagine a donor system saying they have open ap eyes. So you could pull everybody’s name and email address, but not how much they donated. That’s not super helpful, But you could still describe it as an open A P. I Okay. Okay, good. Thank you. Straighten me out, Trainable. Stick with me. But I’m training. Um uh, learning about. See, the databases of records, FBI’s integration methods, Um, a plan for getting these technologies to talk to one another. So we have. Have you done your session yet? I’ll be doing my session tomorrow. Okay. But it’s a repeat. I did it last year. You did? No, I didn’t capture you last year. No. No. Yeah, yeah. I was doing a session at the time that you offered to me. Okay. You really gotta schedule. Maybe I invited you and you turned me down. That’s possible, too. Way invite. More than we can refill. It’s possible. It’s possible. I’m glad to be here this year. Yeah, I’m glad you are to thank you for coming this year. Well, I’ve been listening for a long time, so I think I’m excited. Thio have a chance to be on the other end of the mike. Thank you. Glad. Um, Okay. So Well, what only one with just a little bit about the fact that you’re you’re you’ve been listening for so long and gratified to be a gift. A guest. What? Well, I was I was gonna suggest that we talk a little bit about how, um today the need for integration is even greater because our stakeholders expect us to know everything right. When you come to an organization, you expect them to know whether you’ve been to an event or whether you were engaged in a particular cause. There’s just no separation from from the perspective of the donor of, ah, stakeholder between the different departments within an organization, you know, you call it, and a lot of that expectation is driven by what we are experiencing e commerce for sure. Very smart companies like Zappos, Amazon on and maybe even buy some smart charities that have raised the bar. So now we’re expecting I mean, why don’t you have the same? You have access to the same technology they do if you’re willing to invest in it. So the bar is hyre, you know, step up your game absolutely and fairly right in that we came preaching the importance of working with each individual and segmenting our communication so that everyone feels a personal connection. And if you’re gonna talk that game when the donor calls, you better know who they are. And that means that you need someone at that phone in front of a terminal where they can type in a name and see the full view of what this person has done with your organization. So the stakes are rising in terms of being able to do this and the means by which we do it keep multiplying, right. We have Maur and more channels. So it used to be that we were just doing direct mountain. We did email. Then we did text to give. And now we have ah peer-to-peer platforms. We have so many more ways in which we’re engaging. And usually it’s another vendor. It’s another system. It’s another database through which we add this functionality and a couple of years go by and some CR M pulls that functionality in and you get increased functionality within your core system. How are we gonna make this happen though you have? You obviously have to have expertise to do this. Thio, have these cross platform communications. So 11 tip, one big tip. Here’s if you listen to nothing else in this interview. I want everyone to walk away with this one big idea. Have a network map. A network map is a map that shows all the different systems that you have and arrows pointing to which system pushes data into which place. And this doesn’t sound that complicated. And the reality is, it’s not hard to do. You list all your systems and then you draw your arrows. And when you’re drawing your arrows, just indicate whether it’s an automatic move of data or whether it’s manual. Are you downloading the spreadsheet and uploading it to a new system? That’s manual. Is there an A P I. Is there an integration that does it without you having to do anything automatic? Just make that map, and now you have an opportunity, right, because now you can see where your manual processes. Maybe there’s something you can do about that where your automated ones and also you know, you you don’t want to trip over yourself. You can create loops right where one system updates the next one, the next one and the next one, and then they circle back and making a map avoids that trouble. So that’s the first step in thinking through a problem like this is make the map and figure out what’s in the middle. What’s your database of record? Where you gonna collect all that data? And if you don’t have one, that’s your first mission. Oh, if there’s nothing at your core if you don’t have a database of record, if you don’t have the place where you keep all the data, you really don’t have a way to centralize time for our last break. Turn to communications. Full service Strategic communications and PR for non-profits Turn to helps you tell compelling stories. Advocate for your cause and make a difference through media relations, content, marketing, communications and branding strategy. They’re at turn hyphen to dot CEO not dot com that CEO now here’s back to, but loads more time. Of course, for CR M plus email plus website, there’s there’s some new methods for dealing with kind of cross platform stuff. You’ve got all these tools and you’re trying Thio to be able to see he threw it through and across all of them, so you may have heard folks talking about data, warehousing, data, warehousing is it? Sounds kind of, I don’t know, futuristic in some ways, but futuristic in the most boring way, right? We don’t get flying cars. We got data warehouses, but a data warehouse is basically pouring every other database that you have into one big database. But you don’t have that database do anything, right? So in other words, just doesn’t delivery males. It doesn’t do any transaction. You can query from it right on. And so then you can query across all your different systems. And so you say, Find me the person who received these three e mails who donated at least $100 over the last year. And who cares about owls and they live in New Jersey. Perfect. Right. And I can, even though that data lives in multiple data. Very right. But if you can make that query right, then you can send that email that says who gives a hoot. And that person in New Jersey is gonna open that email right now. You’ve sold me on the value of a data warehouse. How do you create such a thing? Well, data warehouses are created mostly with open source tools. Actually s o. A lot of times you take a my sequel database and you use a P I’s to pull in data from all your different systems. Sometimes you have to download stuff and upload stuff. There’s data extraction transformation and loading process is E. T ells that go along with that? But the key is that you need and I say key because it really is about what’s called a primary key in a database. Every line every row in that database is represented by a unique identify. Something has to be unique, right? And the trouble is that everything that has the nation’s my information systems degree from Carnegie Mellon it’s paying off. Also antiquated. But you know, as antiquated as it is, that was true in 8429 week. Identify where each row right and when there is such a unique identifier than you can really make the magic happen. The trouble is, when you push three different databases into one, each database had its own unique identifier. So you Tony martignetti are 1 28 in this database and your 3 96 in that database in your 4 25 donordigital base. I’m in the employee database, right. So we need to create 1/4 unique identify in the warehouse that identifies you across those three systems. So there’s some work to do. And that’s why we recommend that non-profits do work with experts around this because data warehousing can be complex to get off the ground. But it has incredible returns in terms of transparency, invisibility of your most valuable data across multiple systems. So this means that you don’t have to take everyone’s favorite system away from them or the system that you just spent a whole bunch of money implementing. You don’t have to get rid of it because it doesn’t integrate with that system. You can keep everyone working with the tools they love while still creating transparent information and reporting for decision makers. OK, I’m gonna guess that sage 70 will, uh, will help you with this. So what’s age 70 will do is help you assess your digital infrastructure. What are all the tools that you’re using? Are they well integrated? Do you have the right staff and skills to leverage them? A lot of times you know, the trouble that you have is not your tool doesn’t work. The trouble that you have is that strategy. You’re not sure what you’re trying to achieve or how to measure it, or it’s that skills. You know what you’re trying to achieve. You just don’t have the people who can do it or they’re structured poorly. You’ve got them scattered across different departments and they’re not effective and you need to centralize them, whatever it might be, The tool itself is usually relatively far down the list, and that’s because we’re in 2019 and we’re lucky. A lot of the tools have gotten a lot better. There’s been a lot of feature convergence, so any tulani CR m you pick is gonna have a lot of the same features. And it’s less about nailing the tool and much more about understanding what you wanted to achieve, making sure your staffed for it, making sure that the data is traveling through each system the right way. So that’s what saved 70 helps with when you actually want to build the thing. They’re specialists to build that thing. This folks here, um, right here it ntcdinosaur recommend everyone talked to a fracture is a great partner in this O Matic. If you’re on razor’s edge is another great partner for this s o there folks out there who specialize in setting up your data warehouse. And it’s a process I really, really recommend that you get expertise for Ah, but ah, start with strategy, though. Figure out what’s trying to do. Right? Right. What? Why? Yeah. What’s our goal? Yeah, what’s our purpose? And which information do we need to raise the visibility of? Because one of those, one of the worst things that you can do is build a warehouse that lets you see everything and then try and look at everything. No. You gotta look at the five things that matter most. What else you gonna talk about tomorrow? Well, I think we’re gonna talk on the agenda. Well, we’re gonna talk a little bit about the, uh the different ways that vendors offer this kind of integration. So there are all in one vendors that offer you a lot of different tools under one roof. And that’s great because it’s easy to train staff in that you see familiar screens over and over again. The data on the back end is integrated, so they’re really effective. However you trade Cem flexibility, you may prefer a different email tool, but the vendor doesn’t have that. They haven’t all in one, so you have to stick with them. You might go with, you know, totally the opposite. On end of the spectrum, you might go with a platform, whether that sales force or dynamics where you ca NBA build whatever you want on this kind of core foundation, and that gives you tremendous flexibility, you can build whatever you want. It also gives you a lot of costs and challenges your skills because you can build anything if you have the money for it in the know how. Um, should you build anything that’s usually ended? Question. And there’s the maintenance of the of the custom. Build right, and you have to budget not just for the maintenance, but here’s the real l tricky one. When you build a custom system, nobody can train you in it, but you, so you have to now build a training capacity to continue supporting your system. This isn’t you know. I’ll say this over and over again. We spend too much time thinking about what it’s gonna cost us to buy our tech tools to build our tech tools to maintain our tech tools. We should be spending twice that much time thinking about how to acquire the right staff, howto retain them and how to train them to use our tools. That’s the hard part. I mean, so many people non-profits have tremendous passion and tremendous skillsets, but not often great technical skillsets. That’s part of what a successful non-profit needs to learn how to do is in bed strong skillsets in technology in their staff and be willing to invest. You have to be invested in it either either through staff or or outside help, right? I mean, you know the old joke, right? What happens if I You spend all my money training my staff and then they leave? Well, what happens if you don’t spend the money training your staff and they stay? I haven’t heard that joke. I don’t know that one. I haven’t heard that. All right, E. I wish we had a laugh track. Have an awful on trains. I’m not sure it would have been too loud. You have a good, hearty laugh yourself. That’s all right. Um, okay. We still have another couple minutes together. Uh, what else are you gonna? I don’t know. You know, based on your session description, I feel like we’ve covered everything, but we can’t have covered it all because we haven’t spent 75 minutes together. Well, we certainly haven’t. I think that, uh, one of the tricks that you have to really, uh, ask yourself is Do I pursue a C r M driven strategy? And this is something that I want every small non-profit listening to think hard about because, you know, I sat with the client ones and they were talking about how they wanted to put everything in a c r M. And what should we do? And I asked, How many donors do you have that you communicate with? And they said 500. And I said, That’s a wonderful number. You don’t need to C R M. You need a telephone. 500 donors call two a day, right? There’s your not at a point where you need the scale. And therefore you shouldn’t hamper yourself with the You know what a system is gonna tie you to, uh, there’s another small non-profit Smallish. I mean, talk about 30 employees. So not tiny. Um, but, uh, 30 employees couple $1,000,000 in revenue And they you’re using sales force, which is, by the way, fair, very challenging for small organizations to use effectively. But they had really the cleanest salesforce implementation I’ve ever seen. Data was hygienic. It was kept well, they had a sale sports admin on staff. They had another part time sales force person who really did a great job of pushing all of their donordigital and all of their program stuff into sales force. They were running every program out of sales force. And I kind of wanted to actually have a panel tomorrow about managing your managing using a c R M. To manage program. Yeah, yeah, it’s It’s certainly part of the promise of sales forces you can cross from donor to constituent tow program participants, and they made it work. However, however, there there’s a but there’s a big but lurking at the end of this one, which is that even though they were doing such a great job of that whenever they wanted to spin up a new program and they’re young enough that they’re still spinning up new programs and thinking of new ways to solve their problems. Whenever they wanted to spend up a new program, they got stuck. They got stuck in a six month sales force development cycle. We have a new program. How are we gonna administer it through sales force? We need to create new forms we need to create new business logic. We need to test it right. We need to go through the process of implementing this program into sales force. That’s really slow. You can’t sew a small organization. One of its advantages is agility and flexibility. When you take on a bigger than your class system, you may sacrifice some of that agility. Eso, you know, in our advice to them, was not to get rid of Salesforce, right? Our advice to them was, and this is crazy. But our advice to them was spend the first year of every programme in Excel and I know right, I’m a tech consultant telling you Excel is good for things, but iterated rapidly be able to be flexible. Don’t tie your data into hard relationships. Admittedly, you lose some of the benefits of structure data. It’s true. But what you gain is the ability to figure out how it’s gonna work for real. And once you figure that out, once you have some process maturity, right and you figured out what the right way to do it is, then go to Salesforce, right? Then put it into your sales force. So that’s something that I really want folks thinking about lean startup principle. That’s right. Start, start lean. You’ll learn your pivot if you need to. And then when you’ve got something that’s a year old and and proven mean, the program may not even take off right. You could spend more time in sales force development than the life of the program. Conceivably right. So when you’ve got something that you know you’re gonna stick with and you know what data capture, um, then spend your time and money on your sales force. Implementation? Yeah. Don’t overbuild your infrastructure. I mean, it’s the same idea is certainly out of the outside. It’s that same idea that you know, uh, if you’re gonna build a public space and you want to know where to put the walkways, what do you do? You wait. You wait and see where the path. Yes, yes. So it’s the same ideas and favorite. Figure out where you’re going to get a lot of bang from your infrastructure investment. Where is it going to really pay off for you on? And it’s a little bit, I think, counter to how we sometimes think about this, where it’s become so de facto that Oh, you’re gonna need to C R M and you need to see our strategy. It’s not clear to me that you need to C. R M strategy. It’s clear to me that if you want to keep track of your most important stakeholders, you’re gonna need a method for doing so. And if you have enough of them, a C R M is probably the method. Okay, okay. Give us a wrap up than solving the C r M plus email plus website equation. Well, the first thing I should say is, don’t forget, carry the one is there. Is there a solution to this equation? Yeah, I think there is a solution to the equation on, and it starts with understanding what your goals are. If you really do communicate to people. If you’re an advocacy, Oregon. You really do a ton of e mailing in a ton of segmentation. A ton of personalization, then? Yeah, you need your C r m and your email and your website to talk to one another and just not. Not just that. You need your social integrated and you need your pita pema integrated and you need your text messaging. So, yeah, that’s your core business is communicating effective segmented messaging in order to inspire actions. So it makes sense that you use that infrastructure. But that’s not gonna be the case for every non-profit. So understand. Visualize what advantage, what benefit you want out of this, and that’ll help shape your investment. What you want into this? That’s one. The second thing is, you solve this problem with the right people more than you solve it with the right tools. Invest in the right people. Whether that’s advice from consultants or whether that staff and their expertise and skills, that’s where you’re going to get the biggest force multiplier the right people. All right, Isaac shall live. He is president at Sage 70 helped us solve the C R M plus email plus website equation. I thank you very much. Thanks, Isaac. Thank you, Tony. Great to be here. Pleasure. Thank you for being with Tony martignetti non-profit Radio coverage of 19 and T. C. All of our interviews at 19 ntcdinosaur brought to you by our partners at ActBlue Free fund-raising Tools to help non-profits make an impact. Thanks so much Being with us next week, it’s the week before the 450th show. If you missed any part of today’s show, I beseech you find it on tony. Martignetti dot com were sponsored by Wagner. C p A. Is guiding you beyond the numbers weather cps dot com But Cougar Mountain Software Denali Fund is there complete accounting solution specifically for non-profits 20 dot m a slash Cougar Mountain for a free 60 day trial and by turned to communications, full service, strategic communications and PR. Turn hyphen to dot C o ah creative producers Claire Meyerhoff Sam Leibowitz is the line producer producer. The show’s show schnoll Media is buy shoes in Chavez. Mark Silverman is our Web guy and this music is by Scott Stein be with me next week for non-profit radio Big non-profit ideas for the other 95% go out and be Greek. You’re listening to the talking alternate network. You’re listening to the Talking Alternative Network. Are you stuck in a rut? Negative thoughts, feelings and conversations got you down. Hi, I’m nor in Sumpter potentially ater. Tune in every Tuesday at 9 to 10 p.m. Eastern time and listen for new ideas on my show Beyond potential. Live Life, Your Way on talk radio dot N Y c aptly named host of Tony martignetti non-profit Radio Big non-profit ideas for the other 95% fund-raising board relations, social media. My guests and I cover everything that small and midsize shops struggle with. If you have big dreams and a small budget, you have a home at Tony martignetti non-profit Radio Fridays 1 to 2 Eastern at talking alternative dot com Hey, all you crazy listeners looking to boost your business. 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442: Disrupt Unconscious Bias & Your Normal Is My Trigger – Tony Martignetti Nonprofit Radio

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This week: 

Disrupt Unconscious Bias
Our panel encourages you to dive deep into your own biases and how they influence you and your brand. Then deconstruct and disrupt those you no longer want. They’re Joe Shaffner at International Center for Research on Women; Minal Bopaiah with Brevity & Wit; and Sarah Boison from Communities In Schools. (Recorded at 19NTC)

Your Normal Is My Trigger
Accept without blame that your normal is not everyone’s. This panel helps you recognize differences and manage across generations. They’re Barbara Grant with Crux Consulting Consortium and Eve Gourley from Food Lifeline. (Also recorded at 19NTC)

There’s more at tonymartignetti.com 

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xero Hello and welcome to Tony martignetti non-profit Radio Big non-profit ideas for the other 95%. I’m your aptly named host. Oh, I’m glad you’re with me. I’d suffer the effects of trick Otello, Sis, if you split hairs with me over whether you missed today’s show disrupt unconscious bias. Our panel encourages you to dive deep into your own biases and how they influence you and your brand, Then deconstruct and disrupt those you no longer want. They’re Joe Shoffner at International Centre for Research on Women Minal, BOPE IA with brevity and wit, and Sarah Boysen from communities in schools that was recorded at 1990 si. Then you’re normal is my trigger except without blame that you’re normal is not everyone’s. This panel helps you recognize differences and manage across generations. They’re Barbara Grant with Crux Consulting Consortium and Eva Corley from Food Lifeline that’s also recorded at 19 and TC Tony stay too pissed in Brussels, Responsive by pursuant full service fund-raising Data driven and technology enabled Tony dahna slash Pursuant by witness Deepa is guiding you beyond the numbers regulars wetness cps dot com My goodness and by text to give mobile donations made easy text NPR to 444999 I got that one already is enough. Here are Joe Shoffner, Middle back-up Aya and Sarah Boysand from 1990. Si. Welcome to Tony martignetti non-profit Radio coverage of 1990 Si. That’s the non-profit Technology Conference. We’re in Oregon, Portland, Oregon, at the convention center. This interview, like all our 1990 si interviews, is brought to you by our partners at ActBlue Free fund-raising. Tools to help non-profits make an impact with me are Joe Shoffner, Mental BOPE Aya and Sarah Boysen. Joe is senior communications specialist at the International Centre for Research on Women. Excuse me. Mental is principal consultant at brevity and wit, and Sarah is director of digital strategy for communities in schools. Welcome everyone. Thank you for your pleasure. Have you, uh, we’re talking about your seminar topic, which is disrupting unconscious bias as we grow our brand. Uh, let’s start down at the end. Sarah. What? Before we unpacked What? Unconscious biases? What What’s what’s the trouble? What are non-profits not getting right about growing their brand that you wish they would? Well, I would say a lot of non-profits are really struggling Teo identify where some of the problems are coming from. In terms of things like hiring a promotion in terms of the communications, I think a lot of organizations are starting to see that diversity isn’t something that just could be thrown around is a buzzword. But it’s something that they actually have to embody within the organizations, and from there it usually flows through the word. Okay, mental. You want to add to the headline on the leave? Um, yeah. I mean, I agree with everything. I think I’m sorry agree with everything, Sarah said. And I think in this day and age, brands do need to be very conscious of diversity and equity and inclusion if they want to have a brand that’s still relevant. I think thie millennial general generation is probably the most inclusive generation of it’s time. America is more diverse than it’s ever been. And if you want to appeal to all segments of the United States, if you want to be a global NGO, and in the end, the in the era of social media where a misstep can go viral, it’s really important that brands protect themselves by having an awareness of how unconscious bias could have affected their brand. Okay, Joe, you want to lead us in a swell, I think the one point, I would add is, is that unconscious bias within a browned is both individual and group. So in order to work as a team to tackle unconscious biases that come out in your brand, you have to alert look internally as an individual and as a team. Okay, let’s define unconscious bias. What do we mean? Sure, So they’re going to throw it to me since I have the degree in clinical psychology. And so I’m technically supposed to be able to do this. So it’s It’s easier with slides and with visuals, to be fair, if you are a picture of the brain. But I’m gonna I’m gonna do this via just speaking and see how this goes. Basically, within the human brain there, two systems of thought. There’s automatic thinking, and there’s deliberate thinking. Dahna condiment talks about this and his work thinking fast and slow. I prefer the words automatic and deliberate, because you can have delivered thinking that is fast as well. And unconscious bias happens because thie automatic thinking pathways, which air dictated by the limbic system, which contains the amygdala and the hippocampus. And those are areas that are really responsible for creating emotion and creating memories tend to fire together. And what that allows you to do is to make quick split second decision. So, for example, if you’re in a dark room and you you walk in and it looks like there’s a snake on the floor, you would recoil. Now, if you turn on the lights, you may find that that snake is actually a rope. And so you’ve based your data, your based your reaction on what your brain has perceived and made a split second decision that’s protected yourself. We’re talking about such decisions about people. Yeah, so if people in groups, yeah, so if you are not exposed to people of a certain race. But all of your data has been for movies that portray that raised negatively you may have if you meet somebody of that race, your initial reaction, maybe based on poor data at the same time, that automatic system can protect you. So I used to be a rape crisis counselor in a previous life, and a lot of women have said that they had the sense they had a flag that said maybe this guy was dangerous, but they didn’t want to be biased against them. And that’s not the time to just go against your bias is what we really talked about in our session was that if you want to mitigate biases, you have to start employing that more deliberate system of your brain. And bring your unconscious biases, too, your awareness, and really start to look at whether you’re basing those decisions on accurate data or not. If you’re a woman who’s in a position where you physically feel threatened, you need to get yourself out of that space first. But then reflect back as to whether your fear was based on something realistic or whether it was based on a past memory that was maybe inaccurate for that situation. Or worse, just something culturally that understood. Yeah, and grossly. It could be grossly and actually wrong, and but it it could be really accurate. And it it’s up to every individual to really do the work to explore where their biases air coming from and be able to respond from from their deliberate thinking from their from their executive functioning part of the rain. Rather then just that primal urge of their brain. Okay. And then Sarah on I may even be asking youto repeat what already said, But I’m trying to I’m processing this. And you all have been thinking about this for months. Relate this back now to brand, please. Yeah. So in terms of the brand, I mean one thing I can say that, at least in my organization, that community schools, what we’re doing is we’ve implemented diversity equity and inclusion work. So what we were doing is we’ve identified a taste of the basic level that there’s some work that we need to do organizationally, right? So we recognize that as we work with one point 6,000,000 students across the country, that each of us individually may, you know, we all hold biases, and it’s up to us to do that work to ensure that we’re able to better serve our students and better understand their circumstances. So what is happening at my organization is that our board of directors is actually mandated that we implement d I work across all of our affiliates across 26 states and D. C. So there’s work that’s being done from the top down and also from the bottom up. So what we’re doing as well is that we’re we’re going to our affiliates and we’ve actually way have affiliate representatives that are on a d. I planning team. And what they’re doing is they’re actually creating a tool kit, and they’re creating actual work flow for the entire organisation for us to follow in order for us to better serve the students in our community. So this sounds like I mean, even though I asked you about Bram, this sounds like mission. I mean, it goes right to it, really is more of your work and your what your mission is. Absolutely. I feel that if you can’t address a lot of the things that go on in terms of diversity equity inclusion, I almost feel like you really can’t as an organization served. You know, many of the populations that way Do you want to help? So d I needs to be identified as a core value of the organization? Absolutely. It’s time for a break. Pursuant. The art of First Impressions had a combined strategy, analytics and creative to captivate new donors and keep them coming back. It’s all about donorsearch acquisition. It’s on the listener landing page. You want to make that terrific first impression so that your donors stay with you. They’re attracted to you and they stay retention as well as attraction. You’ll find it at Tony dahna. I’m a slash pursuing with a capital P for please. Now back to disrupt unconscious bias. I mean for a non-profit. Hold on. I want to find out what his communities in schools do. What’s the work? S o Right now we serve one point 6,000,000 students across the country. Essentially, how it’s structured is we play psycho. Nader’s within schools. So we work with school district and schools and state offices. We have sight coordinators in schools that helped afield. Resource is between the schools in the community to help the students and their families. Okay, pulling together resource is from local communities. You’re in 26 states. Yes, we’re 26 states in D. C. Okay. Community resource is for the benefit of students. Yes, So it is. It’s academic and community resource is so good example would be like if a student comes in and their and their families facing homelessness instead of the student putting that responsibility on the family and the student, the site coronated will help so one identify what some of their needs are and work with those in the school as well as some of the folks in the community to ensure that the students able to get the resources that they need so they could focus on school. We’re gonna know I was just going to put a finer point on Sarah’s comments and say that you know, for non-profits how you execute your mission is your brand. And so that’s why I like if there’s bias and how you’re executing your mission, that is a reflection of your brand reputation than in the space and goes back to, you know, how do you want to be known in your community in the country? Okay. Okay. Um, so from your session description, your dive deeper into our own biases on how they influence us on the point being made that we’re not only talking about organizationally, but also individually, Um, how did they influence us? I mean, it could be positive. My my thinking is that it’s I mean, I think, is that it’s mostly negative. But it could be positive, I don’t know. Or is it all negative? How did the job your turn? How does how does how did these biases influence us? What’s don’t go by me? What’s the consensus of the pattern? Sure. So I think one thing mental untouched on was the snake versus rope on DH. You know, applying that to Ah non-profit setting where it shows up is actually because there’s so many things going on at one time that you have to make decisions quickly so you don’t have a lot of time. It feels like to process and to think about these decisions that you’re making so to an extent, what we wanted to focus on them. The session was how to bring that out and discuss it in an honest way with those in your organization and also focus on who is in the room who is at the table discussing this because you do get caught in these cycles sometimes of having the same people making these decisions, whether it’s events, whether it’s what photos you’re choosing. Teo, display the Bowler hat brand. What project you’re taking on and a great way to mitigate that is bringing other people in from different backgrounds, different perspectives, different views and how you work together to come up with solutions of that. Create that change. Okay, the how and the who Let’s talk about some of the house. How do you bring it up? So one of the things that we’re working on at I c e w is the International Centre for Research on Women is an event checklist. So we’re aware that with all these quick decisions we’re making, sometimes you bypass the thought process and how to, uh, figure out how who’s on the panel for the events on DH? The checklist brings into mind, um, you know, who are you bringing in for the planning stage? I think that was the most important point that we came out with is who’d you bring in the room? And then you look at, um what photos? For the invitations you look at, you have considerations of who’s on the panel. So, for example, if you have a panel on talking about youth and there’s no one represented who is in the category of youth, right, so, uh, kind of bringing all those perspectives to the table. Okay, Sarah, anything you can add about who should be in this conversation? Yeah, I’d liketo piggyback on what Joe was talking about. So for me, like working in the use sector, what I’ve seen is a lot of times you have people who are making decisions that, uh, that that impact other people. And one of the things that I really want to challenge, not only just ourselves, but other non-profits do is to really allow the people that we’re serving to be the experts on their lives like, yes, we have the resources and the tools to maybe empower them, um, to shift course of change. But I really do feel that we’re doing ourselves a disservice by not bringing the people that we serve into the conversation to be a part of the solution. And that’s one of the things that including when their school age Absolutely that’s do-it-yourself. Absolutely. And I for us, I mean, there’s definitely a perception that young people aren’t ready for leadership right now, but many of them are already leaders in serving in their communities, and many of them are very well versed in what’s going on and some of the problems at their peers phase. So we’ve actually found it to be incredibly powerful toe bring in students early on in the process. When we’re doing the programs, when we’re doing projects and asking them, Hey, what is going on? And what do you feel would actually be a viable solution? And we actually just did a student in it. Evasion Challenge in Las Vegas and we had four students. Three of them were from Charlotte, and 11 was from Michigan. And they actually presented ideas that they worked with on a student team to help mitigate some of the issues that are happening at their school on. It was a great opportunity, one for adults to kind of just sit back and listen to these students. But it was also another opportunity where we were actually e-giving Students of resource is to be able to actually create change in their own neighborhood mental about how to raise your advice, how to raise this in in your organization. Yeah, it’s an interesting question because I think it’s sort of organically being raised in a lot of non-profits right now because, like I said, the younger generation of employees who are coming in are very aware of this and really wanted When you have an intergenerational office, Yeah, and and I think, really, when we’re talking about building diversity, equity inclusion when we’re talking about building inclusive cultures, what we’re talking about, his power dynamics. And so you really need to be able to study power to be successful in any diversity and inclusion initiative. And that means working with leadership. If leadership is not bought in that diversity and inclusion needs to be a core value of the organization, it is unfair to put the burden of change on people who have lesser power. And and that’s really critically important for organizations. Understand, once leadership is bought in, then it needs to be like any other operations or business unit where there is actual commitment in time and money and metrics for progress. How do you get this buy-in What? So much of the power is white and male. Yeah. Andi, let’s assume the leadership is because a lot of it is not all but a lot is Yeah. How do you How do you go to the CEO? The white male CEO and try to get this D I core value buy-in from? Yeah, the guy whose power he perceives is being threatened. Yeah, so not assumes. Powers xero some, but But ah, lot of guys do. Yeah. So how do you overcome that? Yeah, so that’s a big question. So I’m gonna take it in multiple ways. Got two and 1/2 minutes now we have more than yeah. No, that’s a really good question. And I think it gets to their multiple approaches. First of all, like somebody died. So I would not recommend somebody like me because I’m much better at strategy than I am as an executive coach or facilitator. I think it takes, um, Riel s o. I worked with a lot of diversity inclusion. Consultants are facilitators, and they’re exceptional at their ability to have a conversation at that level That doesn’t trigger people’s defensive isn’t Isn’t this almost essential? Tohave an outsider facility trained facilitator. Sarah, you’re shaking. Did you did you use a a facilitator? Yeah. So currently way Do bring in outside facility. Other conversations I’ve had with other guests. They’ve said that it’s almost essential because it’s doing conversation. Could break down. Yeah, rapidly. And you need you need sort of an outside there. But, I mean, I think of a diversity inclusion consultant almost like a family therapist, like their job is to give you that outside perspective and help you to see things in a new way on DH, then within, like, sort of having those conversations. There’s multiple things that you could speak to. Some people like to go the fear and avoided through, which is what I mentioned before about brand reputation. You know, if you want your organization to continue to be successful in the 21st century, you need to get on top of this. Bring a Brown. Once gave a talk at Were Human last year, where she said, If you are a leader who is not talking about diversity and inclusion, you will not be a leader in five years from now. And if you are going to talk about it, you were going to mess up and you were going to fall flat on your face and you were going to make mistakes. And you need to learn how to be an evolved enough leader to make public mistakes. And like rumbled through it and get through to the other side. So it takes a lot of it takes a very mature leader to be able to do this. The second part is to make what people like to call the business case, which is There’s research that shows that shone and this is from the for-profit sector. But companies that have diverse product teams have three times as many patents as companies that don’t. So the leveraging diversity will inevitably help your programs, your operations, your bottom line. And that’s really important to know, especially as we live in a more globalized world. I mean, I remember growing up is an Indian American. I didn’t think most of the television and most of the magazines were relevant to me. I didn’t buy any of that stuff. Nobody got my dollars because nobody was marketing to me on the third way is really too, you know, I think that there are enough white men like Joe, and you probably like you, Tony, who are you who are men of conscience? You know who who understand that you shouldn’t. There is a business case to be made, but you should just write this was the right thing to do for God’s. You shouldn’t always have to make the business case to do the right thing. And more importantly, like how, like, Why don’t you want to create a place where you wouldn’t recruit the best talent? You know, like Sara shared an experience today in our session. I’ve had a similar experience of being in organizations where we wanted to give our best. But the lack of an inclusive culture made us leave. And so you’re losing exceptional talent because of unconscious bias or because of your lack of commitment to including creating an inclusive culture. And so if you want to create the best products and services, if you want to have the best programs, if you want to have the greatest impact, this is is absolutely critical to all of those goals. And so diversity Inclusion isn’t something you do because it’s nice. It’s something you do because it’s mission critical and a strategic goal for every organization. I feel like the conversation has been raised to another level just within the past few years, and that may be the result of black lives matter now metoo. More recently, metoo No, because for so many years it was just It’s the right thing to do. But now, on DH, that was unavailing, obviously, to the white power structure, white male power structure, because things weren’t changing. So doing the right thing wasn’t sufficient a za motivation necessary but not sufficient. But now you know we’re so buy-in next level, we’re making the casing in different ways. That you can argue should have been, should not have been necessary. But Aziz said change wasn’t happening. So, you know, making the business case, for instance, Yeah, If you have to bring it, bring it to the bottom line and say you risked relevance, you risked losing talent. Well, I think it’s a communications professional, and other communications professionals here can speak to this. It’s important to speak to the values of your audience, and I think it’s it’s hubris on the part of people who actually care about these things to believe that the other person must think like you in order to be able to enact diversity inclusion initiative. I really think that Dee and I needs to take the same approach that truth campaign took to smoking. They created a multitude of ads, and they basically was like, We’re going to target everybody. We’re going to target everybody based on whatever they care about. And so when you would see the ad, maybe one out of 20 adds spoke to you, but then they got 20 different archetypes that they could speak to. So they weren’t saying, Oh, you have to care about this one thing in order for you to buy into this way of living. And I think diversity and inclusion needs to take that approach that different people are going to be motivated by day, different things. And we need to be able to speak to all of those motivations instead of sort of rank ordering and saying This motivation is better and more noble than this other motivation. I think that’s really judgmental, and it doesn’t move anything forward. Okay, Joe, we haven’t heard from you in a while. What you want to contribute? So, uh, we focused a lot of the session today on, uh, workplace, but I would extend that to say, particularly for white males. Um, this is a conversation that I think needs to be had in the home. A school on the street because of some of the issues that we’re facing. It worked. We bring in tow work. It’s not just something that comes up at work. So it’s something where to have a coffee with someone and and just try to shift perspective a little bit. And there’s in the us in particular is a lot of this attitude of pull yourself up by your bootstraps. Um, which, yes, that’s worked for some. But there are others who don’t start out at the same level where there is race, gender, economic way, same level. But you don’t have the same opportunities, right? Don’t have. You don’t have the power. Yeah, So it I think by avoiding, um, even reflecting on that, that’s where the biases come in. And that’s also where we continue doing the same thing, Um, at work, at home. So it’s like, how do we create that shift? And part of that? Is this through honest, open communication? Ok, uh, we still have, uh, another two minutes or so. Two and 1/2 minutes. What else have you done your panel yet? Yes, you have. Okay, So what else you had 75 minutes with in front of an audience. What else did you talk about? That we didn’t talk about here or more detail that we didn’t go into enough. We got a couple of bones talk about white privilege of fragility. Sametz. Well, actually, actually want anything I want to bring up was we had a bingo card which included some of these terms, but we did have, ah, exercise on privilege. So essentially, we made some statements. Uh, and people would raise their hand if they felt that reflected on them on DH. Keep their hand down if they felt like it didn’t which there’s been a breach has such a sure such as? I have no college student loans. There were some that raised their hand, Some that didn’t, um that one’s a little easier to answer than others. Like I’ve never been bullied. Some might think, Uh, yes, I’ve kind of been believed, but it hasn’t been to the level of what I think. Other people have been bullied. So what we focused on through that was that it’s a little more complex. It’s not binary either, or sometimes the decisions made in those moments, um, are more complicated. And I think That’s kind of what we want to focus on here. Um, so relate this back to white supremacy. Yeah, sure. Um so white supremacy, white power, White power, White privilege. Okay. Yeah, No. So a lot of, for the most part, this is just to reflect on the fact that the privileges are there. I think that’s Ah, it seems simple, but for a lot of there are a lot of people who will not associate themselves with privilege. Or they’ll say, But I grew up in a poor area without reflecting on the fact that maybe someone else of a different skin color or different gender also did. But it’s staggered. So that and this white powers, you say, white privilege. It’s structural. It’s ingrained in our systems and our institutions, um, and and too tow have those conversations. And to create change, we really have to be reflective and admit that they exist. Okay, way. Have another minute left. So let’s, uh let’s give the wrap up sorrow that I asked you to start with you. Have you mind wrapping up what you want to leave people with? I just really want to challenge people to do the hard work of really looking within themselves to identify any bias is that they may have on and just know that it’s a lifelong commitment. I think a lot of people go into it thinking like, Oh, I’m going to do, you know, for three hour sessions this year and I’m going to be woke check, Yeah, and you know, I definitely want to challenge people, not to feel the pressure to be quote unquote woke. I feel like that’s a word a lot of people have been throwing around recently, and I just think that people need to just do the work consistently in order to be able to change their perspective on different peoples in places and things. All right, we’re gonna leave it there. Thank you very much for all three of you. Each of you think they are. Joe Schoffner, senior communications specialist at the International Centre for Research on Women. Manabu piela, principal consultant at Brevity and Wit, and Sarah Boysen, director of digital strategy for communications for communities in schools. Thank you again. Thank you. Thanks to you for being with Tony martignetti non-profit radio coverage of 1990 sea as non-profit technology conference in Portland, Oregon. This interview. Like all our 1990 si interviews brought to you by, or partners that ActBlue free fund-raising tools to help non-profits making an impact. Thanks for being with us. We need to take a break When you see piela CPAs, it’s in the title. You know what they do? Do you need one? Do you need a new one? If you think you might need help or your tinkering around the edges of maybe changing accountants, check them out. You goto weinger cps dot com. Do your due diligence there, of course, and then pick up the phone. Talk to the partner. Yet each tomb who you know because he’s been on the show twice already and he’s going to be coming back. He’s not high pressure. He’ll explain whether they can help you. All right, that’s the process. Get started at Wagner’s cps dot com. Now time for Tony’s Take two. My video is pissed in Brussels. Yes, uh, manic in piss, and that is what it’s called. I’m not being crude, so if you turned off well, if you were to turn off the volume or shut me down, then there’s no point in me saying Don’t because you’ve already done it. But for those of you were still here, like on the fence. Don’t be offended, because that is what it’s called. There’s a statue in Brussels, Belgium, called manic in piss. Okay, maybe it’s peace in Belgium on these manic and peace, but it’s spelled like this. So, um yeah, so I got I got assaulted. I got assaulted by the little statue. Um, he pissed on me and you can see it. You can see it on the video at tony martignetti dot com and then go to Brussels, Belgium, and get some for yourself. Just keep your eyes in your mouth close. That’s all on DH, that is Tony’s Take two. Let’s do the live. Listen, 11 the, uh And you know what comes after that? So the live love goes out. Thank you for listening. I’m grateful. The live love to those of you listening at, uh, Friday 1 p.m. Eastern time. And whatever time zone you might be in, the love goes out to you and the podcast pleasantries My gratitude to our over 13,000 podcast listeners. Sometimes I wonder why you stay with with all the I don’t know the talking about piss and everything else. But you have you have you still here? So the pleasantries go to you and you should stay. Don’t Don’t wonder why Leave? Leave the wondering and the and the worrying to me about that you just stick around Ana. Now here is from 19 NTC. Your normal is my trigger. Welcome to Tony martignetti non-profit Radio coverage of 19 1990 Si. That’s the non-profit Technology Conference 2019. We are in Portland, Oregon, at the convention Center. This interview, like all our 1990 si interviews, is brought to you by our partners at ActBlue Free fund-raising Tools to help non-profits make an impact. My guests now our Barbara Grant. She is CEO of Crux Consulting Consortium sitting next to me and even Gourlay. She’s director of information systems at Food Lifeline Barbara Evey kruckel. Thank you. Thanks for having a pleasure. Pleasure. Your topic is a little provocative Little bit, er when you’re normal is my trigger unpacking multiple generations and white privilege. Let’s start with you. What? Uh what do we need to know? Give us Give us the headline in the lead. Well, what’s going on here? You fundamentally, you have a normal that you view the world of particular way. That is your way of viewing the world. And you think that’s the real way. That’s the truth of the world on you interact with it like it’s absolute, but you don’t appreciate. You do sort of live your life like other people’s normals of the same as your normal. And that causes real problems for people, particularly in regards to white, privileged white. People think that they’re the normal and they don’t attend to the concerns of people of color, and people of color lose out, significantly weaken all these different measures of public health will show that. But it’s very hard for people to see why their behavior is white people houses impact on people of color, and we’re going to delve into the dynamics, underlie the and really give people some access to engaging with how that their behavior has these negative impacts on the world. Okay, what what are some of these negative impacts? Barber? Well, I think that first we start with generations. And so what we’re trying to look at is that if my definition of What is normal is not your definition of what is normal. So, for example, what should be on a recruitment form like if you’re filling out a job application, should you ask people for their gender or not? So some generations would think? Of course, it’s a recruitment Forman application. You put your gender male, female, other generations would think, Why are you assuming my gender? Other people, other generations might think I don’t want to work here because clearly you’re more interested in my gender than my qualifications for the job. And so part of what we’re looking at is it’s not about one thing being bad or good. It’s about looking just to understand. The fundamentals, like Evil is saying, is that there are different definitions of normal and they shape your judgments and the shape your behaviour. And how can we look at that together? In-kind oven on blaming context because too often when we try to talk across differences, what we find is that people are talking, blaming like I think this is normal. You think that’s normal and I’m judging you is wrong. Uh, without trying to make excuse, though. But if we’re talking about across the generations. It’s what those of us and the older generations were brought up with Your butt s o to not make its use something but we can relearn wear depends on which people you’re tryingto hyre were trainable were trainable. Well, I think I just take it from a perspective of utilization based perspective. If you’re trying to hire people who aren’t exactly like you, it might be useful to understand what they think is normal because those are the people you’re trying to hyre those people are trying to work with. It’s not like what you think is wrong or how you were brought up is wrong. It’s just now there are five generations in the workplace, maybe for the first time in human history, because we’re all living longer and we’re not leaving. And we’re actually caring what younger kids kick would think. And another traditions. Other generations, you know, people who are younger really haven’t been accorded a voice, and people who are older either died sooner or left the workplace. So now we have five generations, all of which have been shaped by different understandings of what’s normal and so part of what we’re trying to do is to say these air who were working with on purpose. And so how do we create a workplace that is inclusive and gets the job done that we want? E. What is this normal that we’re talking about? If everyone’s normal is different or their cohorts that so you just coalesce around sort of more or less together. But But as an individual, what’s what goes into my normal? What goes into your normal what? What’s the normal? What are we talking about? Yeah, because you don’t you don’t think about it. It’s like you wake up in the morning and sort of put on your normal right. What is it? The world just seems to be to you a particular way. And the way that it seems to you isn’t necessarily the same way it seems. Other people want me to think about it. I mean, I don’t get too conceptual, but it’s an interesting talking to delve into right, like the context of your world and the content of your world are different things. If you’re a man, you have a view of the world in an expectation of what public safety feels like So it’s you know, too. Am your your friend’s house. You don’t call for a cab. Gonna walk home like it’s an hour. Like as a man, you have a view of whether that’s safe or not, and you’ll have your own opinion of it. If you’re a woman, you’ll have a very different view of that. Now there’s no Is there a reality or whether it is or isn’t safe to walk home? No, there’s no actual like, objective measure of what safety looks like, But I’m a lot of people don’t really understand it. Don’t appreciate that. They do have these. These contexts they view the world through. When you actually start attending to them, you realize that it’s not just like a couple of things. You have this entire world view on this entire perspective that informs everything about your existence, and you’ve probably never thought about it. Once you start thinking, you start finding things that you wouldn’t choose to believe. You know you you have come to believe that based upon experiences that you’ve had and lessons that you’ve learned and you pick up these ideas and you know it’s really good work to do that reflection figured out because it’s not just about race. I mean, it certainly has an impact on race, but it can affect your relationships that can affect your success in business. Your coworkers, like everything that you do in you, your life is in form. But this context and doing the work of digging into it’s really important. We like to look at it from levels in your workplace. In your non-profit. There are things that people you’re trying to attract, people you’re trying to retain professional development, how fast people are promoted, what’s appropriate use of technology in the workplace, What’s appropriate professional behavior, what’s appropriate communication, all of these things of what is appropriate in the workplace, these air. What you think is normal is common sense, and so, but that normal common sense is different, according to these different five generations. And we think it’s pretty funny because we catch ourselves all the time saying, Oh, I guess I thought I just what I thought right? But But it’s not funny when it happens in a space where the dominant normal gets to decide. Like I might think, it’s funny that you think that, but if you are in the dominant position, then that’s what it is. It’s gonna happen. So part of what we try to do is to just open up the conversation so that its future oriented decisions, instead of how we’ve always done it in the past. I had a panel last year at NTC, and, uh, it was related to this topic, and the subject of job descriptions came up, and it was the use of the word professional. You know, a professional makes makes a professional appearance. Yeah, well, that exclude, I think the guests. It was a panel of, I think there were three think there were three. And it was, I think, was Raja Agarwal on everything. He was sitting next to me and he said, So that excludes everybody with dreadlocks in a white privilege world. Those are not professional. So does that exclude everybody who’s black because their hair is different and you know, so that’s where that dominant. But the perspective is different than a note. A new miracle perspective. Yeah, but just to use the word professional, I mean, it’s an office. I do want people to be professional, but then, you know, professional appearance. You know that’s different than comporting yourself as a professional. You don’t even need to say professional. In the job description, you can consult season, think out of an interview. So it’s fun when you start scratching away at that word like professional like, What does it mean to be profession? Doesn’t mean, like no skilled at using office communication tools for understanding. I was 14 XL, but doesn’t mean where’s a shirt and tie e mean it does mean those things, but unless you actually do the work of unpacking it, you don’t know what you mean. And it could be really detrimental to people like my own personal experience. I’m originally from Ireland. Dahna immigrated United States and was about 20 because I immigrated. I interrupted my college experience, and I never actually finished college. But a lot of job descriptions will say, you know, college degree required, and that’s that’s an assumption that people make about, like hiring that that’s a normal for people that if you’ve been to college, you’re there somehow qualified or somehow more capable of doing a particular job. Now I like, almost finished going. I was like one semester away from getting done and I have no regrets about coming to United States like that was absolutely the best decision I made. It was totally worth giving up, called my degree for. But you just got to really take the time to really investigate what you really mean by what you say because it has an impact on people and those impacts show and they’re often invisible. I think if you talk to people, United States, no one’s ever well, very few people will actually claim to be racist or will endorse racist perspectives. Or, you know, it’s very, very rare to find someone who’ll do it. If we do find them, we isolate them pretty quickly. But racism’s vivid and clear it. She was really clearly in the statistics. So how does it keep happening, like word of these, these negative influences come from. You have to be able to look beyond the surface in order to see that, and that’s where this but this work is about. I think what’s really important about the generations conversation, why we’re using this as a vehicle for talking about privileges, that this is a fun and accessible, an easy way to get into this conversation is not anywhere near is. Confronting is talking about race. It can be challenging, but generations it’s it’s a It’s a fun conversation right on dure. Your topic is generations and white privilege. So let’s overlay the white privilege to this. But now we’re at a disadvantage. There’s three white folks talking about white privilege. Well, one of the things we found is that oftentimes one of the dominant mentalities is that people of color should help us talk about white privilege because we don’t know how, which is once again, kind of layering a burden there. So part of one of the thing you just said is why people we don’t ever learn to say the word white like that’s because it was normal. Like if you look, if you read a book, a novel, the characters air never described by the color of their skin unless it’s not white because, like so you don’t say, he walked into the station, his skin was pasty, like the underside of a dead halibut. You know instead, But you would say like this. He walked in, She walked in, they sat down. He set down his skin, was dark, like cinnamon ice cream or something like it’s only described if it’s not white. So these are the kinds of things that that why people have to be able to start talking about. And so but no one ever talks about generational differences too much, either. So we tried it. We call it Training wheels is like if if I can try to talk to you across a different generation if I’ve had people come up. I was working with the A different client group last year and someone came up and said, You know, now I understand how to talk to my son, who’s been living in my basement, and I feel like we’ve never been able to talk to each other like I get it. Our definitions of normal are different. You know, there’s a There’s a lot of desire as what we call a part of a week circle. So, like we are all different generations. But we’re part of a family or we’re part of one circle we already identify as though we were just different, whereas across other things, like race or class or other dominant privileges way don’t see ourselves as a wee we see is us and those people. And so part of what we’re trying to do is even within our circle of who we already think is us. How do we talk across differences well and respectfully. And then how do we use that experience to try to talk across these bigger differences that are a little bit more charged? What kind of worker is the two of you doing together? You’re doing work for food, Lifeline Barbara. Yes. So I’m a consultant. I worked with international NGOs, NGOs, local domestic non-profits, and one of my clients for many years has been food lifeline, which is where I met Yves. And so there was even even if it’s even, that’s right. And so so and our work together is been issues around, trying to change a culture within their non-profit and also doing a move and trying to figure out how we do that move in a more inclusive way to this glorious, gorgeous new hunger solution center that they’ve just taken off the ground. And so a lot of my work has been with this system, and so we met, and here we are. Okay, um, and how did this topic Come, Teo, how each of you get drawn to this topic in the concerns. So one of things I’ve been studying since I do work with many non-profits and associations across the country has been this kind of she drops out in there. This this as I worked with years of all stripes and sizes and you’ll find me at six for 62 What I’ve found is that for the last 6 62 5 to 10 years, people have been very anxious about all these generations in the workplace and also about the great retirement fear that all these people are going to retire. We’re gonna have a leadership gap. And so I started studying what that meant to have a generation retire and what the composition was of the domestic and international non-profit in particular Workforce were all these leaders about to leave what was gonna happen with succession planning and became very interesting to see that they didn’t leave and then the next generation. So those easters air, now 26 at the top. And so now there are people in 1/5 generation. So everyone was all like, oh, skies falling is going to be four generations. And then these people are going to leave. They didn’t leave and these guys came. And so it’s a phenomenon. Now that is very interesting. And people are trying to figure out who are you trying to hyre? And it’s a very different mindset of tryingto hyre now when you’re trying to hyre outside of an assumed normal of a generation, and that could be across lots of industries and sectors. So I was drawn to it by my clients who were concerned and also, by finding it very like. It’s an interesting inflection point in our history as a sector time for our last break. Its text e-giving They have the five part email, many course to dispel the myths around mobile giving. You get one part each day it’s over five days soon as you sign up, they start coming. And then four days, Uh, we say four days hence, yeah, in four days hence, right that the right, Yeah, Hence his post post fact, post facto four days. Expos facto of the of the sign up, you get the remaining courses one a day. It’s an average of one per day. One is also the mode and one is also the median as well as the average. That’s what you get per day after you sign up for the course. What you do at by texting npr to 444999 And we’ve got butt loads. More time for your normal is my trigger. You baby. How about you? Barbara knows me from Food Lifeline and in my work, I’m the director of information systems for Food Lifeline. And what you do in that role is not only manage the system, but also the Iast systems. All the databases that base are works. I’m involved in every aspect of the organizations activity, right from our entry level staff and our new stuff right up to the executive team and then the CEO. So I cross the generations. Anyway, when we started talking about doing this the session together, some of the real issues that I have in my work came up in our discussions, and we really got into them and use this methodology to address those concerns. And we actually cover some of this in the presentation. And it became not just an opportunity to talk about what we love, what we what we care about, but actually to develop food lifelines business as well. So it’s really, really become really engaged in. It’s really become part of our work. Um, okay, you say, in your description, used the framework of generational understanding and predictable triggers to have deeper conversations. I paraphrased a little bit. But what is the general generational understanding of predictable triggers? Is that first of all, is that one that one one of the processors, too? So one of the things that we’ve found is that there are some predictable triggers that will show up across generations. For example, if we say Oh, you know, some of those people are so entitled there’s a whole set of people in the room that will not and laugh and say, I know you’re talking about in a whole other set of people in the room who will feel like the mute button just happened and disrespected and turned off, or one of our other favorites is when someone says, Well, this is the way we’ve done it successfully for the past 10 years and they think that. And so I have now sealed the point and half of the other people in the room think, and so it must be a relevant. And so some of the things that I feel like the most normal thing in the world for you to say someone else receives, like like you just said something completely different. There’s a very real world challenge that I have with this with regard to training and you software. So if I had, like, a new tool like any of the vendors here at this conference, if I had their suffering, if I take this out to the staff, it’s okay. We got this great new tool. It’s going to be awesome. It’s gonna make a big difference in your work. There’s two kinds of responses I’m going to get from older people, you know, boomers and maybe Gen Xers. You’re going to say, Okay, we’re going to training, which means we have to hire a trainer. We’re gonna have a training day and a reason to calm. We’re going for coffee and bagels and everyone going to sit in chairs and listen to the training, and then we’ll go through it. When we’re done, you’re going to find her and you take a binder to death you sent in your desk and okay, you’re trained. Now go and use the software, which means no one’s trained and they just sort of sit there and stare at the screen now. But when I when I try to train people who are younger, like millennials and sisters, it’s an entirely different model on approach. They don’t need that. What they need is give me a can account. Let me access the sulfur and sit down with me for like an hour and show me the basics and then go away would be available. I want access to the knowledge base online. I want to able to watch videos on the Web site. A chat room for users is great, and it’s an entirely different model of training. And my real challenge with that is that in order to train those easters in the millennials how to use the software, which is really what I need to do because they’re the ones that are gonna be using it anyway, I have to convince the leadership that it’s okay and that it’s safe to do that. So we do the training day, we forget about it, and we trained this Easter’s. It’s that there’s a lot of different generational challenges in the workplace that we have to go. Um, but I feel like way diving into the depths of this. I mean, I feel like we’re talking around it a little bit. Are we? Are we getting to the meat of the real issues here? Well, we’re getting to the middle of a generational issue. Just be circum superficial. So one of the most important things Tony is that is just the fundamental except acceptance that you might have a different normal, that it might guide your worldview like Eve’s even example there was and then to say, Okay, so then what? What do I do if my normal is this other thing? But once you fundamentally accepted that it’s different than thinking. Well, those people are idiots, and they should just do this thing or everybody knows, or common sense. People leave that stuff behind, and then they approach the issue like, Well, then how do you do it across five generations? And that’s the attitude where we can then begin to talk about privilege and dominant privilege, because many times, if people say well, you know you’re white So therefore you’ve inherited all of the benefits of being white, and then a person of color has not. There’s all kinds of stuff that goes off in people’s minds like, Well, I’m not racist and it’s not my fault. And I worked as hard as the next person, and it’s all defensive, defensive, defensive. It’s not curious, like if we go back to the other part where we have with generations, where people are like Okay, people have different definitions of normal, what do we do next? That’s curious. That’s like saying we’re we and we have to do something forward. But when we get into issues that are more charged and that are more layered with blame and oppression and dominance, then people generally defend and any kind of diversity training or an attempt to do that generally ends up with people often feeling worse than they felt before and more blamed and more isolated. So part of what we’re trying to do is to bring these two things together and to say, if you can learn this way to move forward with curiosity, what if we took those same tools into these conversations and to say wow your experience of being a woman in the workforce is very different of being a man in the work force or your experience of being cyst. Gendered is very different of my experience of being trans or your experience of being a black woman. Professional manager Leader is very different from mine of being a white woman, professional manager, leader Like what? I work for Microsoft for 10 years and at one point in the building, I was often the only woman in the whole huge restroom. And I would get startled if I saw another woman in the restroom because it was so unused to there being another woman in the building, you know, super different, then going to the theatre where women will wait for, you know, 15 minutes and then I walk in and out of the of the restrooms, right? And so So this is just something to start noticing that your experience is different and if you can fundamentally just accept that without blame, then you can say, OK, what is the workforce we want of the future? And how do we acknowledge that our experiences have been different? Someone may have had a glass escalator and somebody else has been clawing through a ceiling. But once were here together in this organization or in this moment in history, How do we lean towards each other with curiosity? Even you mentioned earlier? I think he said some of the physical manifestations of this among the people who are not the elite in the privileged. Yeah. Oh, our sound like you were referring to research of physical physical manifestations of this in terms of health outcomes. Yeah. Yeah. So, like life acceptance E on DH infant mortality or 22 rates. You can really see health outcomes on people of color in United States. What? We would actually we’re just setting this. Yes, we were talking about the impact of red lining on communities of color. Um, throughout the sort of last century, people color, black people couldn’t buy houses in neighborhood hoods and the weapon looking buy houses. And if people did buy houses in those neighborhoods, white people would leave. And judging the price of the property, this isn’t long term impact on the ability of their children to go to college or, you know, be set up for life. And so you can actually check? Was it like net and come or no wealth for for people, white people have a lot of black people I think is actually about xero. On average, across the population is a really impact on people’s lives and immeasurable. We still have another five minutes or so together. What else can we say about this topic? One thing that I think is really important for me, for your listeners and non-profits is like Take a look at all of the issues you have in your organization. Like what’s holding you back in good terms of growth, that every step of the way you’re going to find some touch of technology and each of those things. I think that’s a contemporary phenomenon. This is this is the era that we live in, and if any of those areas, if you investigate, I bet you find generations underlying those conversations. This is this is not just like an abstract thought exercise around understanding privilege. This is very riel way have, ah, my organization. We’re dealing with a challenge right now. Unlike who makes decisions about process about system, Wei have many experienced people who might be sort of boomers or Gen Xers have been trained, and they’ve learned their skills at a time whenever technology wasn’t a major part of their work. They’re now dealing with that migration to a system that’s very much technology based there, having to get on databases if they’re fundraisers they’re dealing with, like online giving an email and that kind of stuff ability. Younger people who are native in that in that world and they’re coming in wanting to participate, expecting different systems, to be available to them and then not having access to that expertise. It’s challenging. I think we’re going to see in a lot of non-profits shift from expert expert lead programs, toe having technology and performance management systems and business intelligence systems driving management for organizations. There’s a major cultural shift happening in the realm of technology. You’re gonna have to understand how that impacts in the community and the culture of your organization or to be able to deal with it. And one of the things I was I’d say that builds right off of what you talked about about digital natives, one of the one of the huge questions that’s happening right now in our culture in this country is, What does it mean to be native? And what does it mean to be an immigrant or a refugee? And who do we let in? What does that mean? Toe let in and when we look a technology across generations, there’s a concept of at one point people became digital natives. And that’s somewhere in the middle of the millennial generation, where you were born into a system where you had rights and you had privileges and you understood the language. And often when I’m working with people with generations, I’ll say, What does it mean to be a native citizen of a country? And so people will say what you have rights, You know where your addresses and even comes down to, you know, the right language to use. So first generation children well often have to inform. Their parents know you don’t have to say that to school or a siren doesn’t mean that they start interpreting the culture for their parents. And so it’s the same thing with digital native kids who basically interpret the culture for us and say, Oh, no, let me fix it for you. Just hand it over and so but this whole idea of understanding what it means to be in a land a digital land in which you are not native, in which you feel anxious where you feel like things, are at risk, your privacy is at risk. Your data is at risk. You don’t know what you’re doing. You feeling that and allowing people to have some time to think about that generationally. It’s slightly safer. But then it it it rolls back around to say So. What does that mean when we think about who has rights and privileges in our whole society, and what does that mean? And how are we translating that with each other and thinking about, for example, in public education, when your children are your English speakers and the parents may speak primarily another language? How do we think about is our system in English only system in school? Or do we think if we really want family engagement, we have to reach across that in some way? We’ve to begin to think differently. So a lot of the things that we’re talking about with generations and technology while we’re here, you know what the anti unconference and we both have technology backgrounds. And so he’s There are people to some extent, but we also are, you know, we are. You know, Eva and I are not exactly the norm in many other ways in our lives as well. And so we have the experience of not being the dominant norm in a space. And so we bring that to this conversation, not just to say that we’re white people, so we know everything about people of color instead, what we’re saying is that we’re white people and we understand what we’ve taken for granted as the dominant normal. And and we’re trying to figure out a way for people to have conversations that doesn’t involve blame and separation. We’re often times it’s like what I call the diversity sidecar, where you take all the people of color and organization. You put them on the diversity committee, and you kind of sideline them from the main business, right? Right. And so instead, what we’re trying to talk about is what if we were all You know what I call that? I call that divers Committee. Yes, they’re not. They’re not doing diversity for the organization. They are a showpiece committee that is diverse. I call that the divers committee and many of my colleagues who are amazing engineers or consultants or leaders or architects or artists. They’re not invited first to be on the top engineering or architect or artist committee. They’re invited to be on the diversity committee as an assumption because there are people of color. And so part of what I think we have to do is to begin talking about this because it’s not just because what we want to do is tow have organizations and a society where people are able to bring their best expertise into the space and we can talk about it. We’ve got to leave it there. All right, thank you. She’s Barbara Grant, CEO of Crux Consulting Consortium. And next to her is evey Gourlay, director of Information Systems of Food Lifeline Ladies. Thank you so much. Thanks for your time. Thank you. Thank you for your time. Thanks to both of you, This is non-profit Radio coverage of 2019 the non-profit Technology Conference from Portland, Oregon. This interview, like all brought to you by our partners at ActBlue Free fund-raising Tools to help non-profits Macon impact. Thanks. So much for being with us next week. E-giving Tuesday with Asha Curren It’s not too early to start your planning. If you missed any part of today’s show, I beseech you Find it on tony. Martignetti dot com were sponsored by pursuing online tools for small and midsize non-profits, Data driven and technology enabled Tony dahna slash pursuant by Wagner’s Deepa is guiding you beyond the numbers weinger cps dot com and by text to give mobile donations. Made easy text. NPR, too, that for 44999 creative producers Clam Meyerhoff Sam Lee Board says the line producer Thie shows Social Media is by Susan Chavez. Mark Silverman is our Web guy, and this music is by Scott Stein be with me next week for non-profit radio. We’re a little late there, Scotty. Yeah, big non-profit ideas for the other 95% Go out and be great. You’re listening to the talking Alternate network way You are listening to the Talking Alternative Network. Are you stuck in a rut? Negative thoughts, feelings and conversations got you down. Hi, I’m nor in sometime potentially ater Tune in every Tuesday at 9 to 10 p.m. Eastern time and listen for new ideas on my show yawned Potential Live life your way on talk radio dot N Y c Hey, all you crazy listeners looking to boost your business. Why not advertise on talking alternative with very reasonable rates? Interested? Simply email at info at talking alternative dot com Thie Best designs for your Life Start at home. I’m David here. 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441: Tech Accessibility & Resilience and Sustainable Impact – Tony Martignetti Nonprofit Radio

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This week 

Tech Accessibility
Keith Casebonne and Aurora Holder want you to advocate for accessible tools that will make all workers more efficient. From 19NTC, Keith is at Disability Rights Florida and Aurora is from Disability Rights Wisconsin.

Resilience & Sustainable Impact
Ananda Leeke and Meico Whitlock want you to use tech with intention and foster a culture of resilience. They’ve got lots of strategies for mindfulness and intention. Do you know the Eisenhower Matrix? Also from 19NTC, Ananda is with Ananda Leeke Consulting and Meico is the Mindful Techie.

There’s more at tonymartignetti.com 

438: Google Ad Grants & The 2019 Digital Outlook Report – Tony Martignetti Nonprofit Radio

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This week 

Google Ad Grants
Our 19NTC panel—including the head of Google Ad Grants—will improve the quality of your Google Ads campaigns and get your website, Google Analytics and Google Ads working together. They share lots of valuable resources. They are Michael Rasko from Rasko Digital Marketing; Jason King, certified Ad Grants professional; and, Michelle Hurtado from Google.

The 2019 Digital Outlook Report
This 19NTC panel, Elena Francis, Charly Jarrett and Jennifer Jones Ingram, helps you get better at P2P, Facebook, team cross-training and adapting tech to your mission. Elena and Charly are with hjc and Jennifer is at Care2.

There’s more at tonymartignetti.com 

434: Be Accessible & Go Bilingual – Tony Martignetti Nonprofit Radio

tony_martignetti_300x300-itunes_image2This week:

Be Accessible
Inclusive website design that builds in accessibility helps everyone, not only those with disabilities. And it helps you with SEO. Our panel uses the example of the MacArthur Foundation site rebuild. They’re James Kinser, from the MacArthur Foundation, and Cyndi Rowland with WebAIM.

Go Bilingual
Oliver DelGado helps you navigate the bilingual balance in print, social and on your site, as we discuss opportunities and challenges. He’s from Levitt Pavilion Los Angeles.

There’s more at tonymartignetti.com 

431: Retain Your Subscribers – Tony Martignetti Nonprofit Radio

tony_martignetti_300x300-itunes_image2This week:

Retain Your Subscribers
Is your churn too high? Conversion too low? Credit card problems getting in the way? Robert Skrob is author of the book “Retention Point,” and he reveals strategies to keep your monthly sustaining donors engaged – for life.

There’s more at tonymartignetti.com 

421: Zombie Loyalists – Tony Martignetti Nonprofit Radio

tony_martignetti_300x300-itunes_image2This week:

Zombie Loyalists
Peter Shankman is a well-known and often-quoted social media, marketing and public relations strategist. His book is “Zombie Loyalists: Using Great Service to Create Rabid Fans.” He wants you to create rabid fans who do your social media, marketing and PR for you. He’s got super ideas and lots of valuable stories. I like to play this each year. (Originally broadcast 12/19/14)

There’s more at tonymartignetti.com 

414: Working Virtual & Map Your Data To Your Audiences – Tony Martignetti Nonprofit Radio

tony_martignetti_300x300-itunes_image2Tony’s guests this week:

Heather Martin, COO of Interfaith Family, and Alice Hendricks, CEO at Jackson River.

Also, Courtney Clark, managing director of user experience at Forum One, and David Mascarina, digital communications manager with Conrad N. Hilton Foundation.

There’s more at tonymartignetti.com