Lately my colleagues and I have been talking about the most critical factor for an organization’s success.  I am a follower of Shirley Sagawa and Deborah Jospin’s book: The Charismatic Organization – 8 Ways to Grow a Nonprofit. I believe that most of what they discuss can be adopted by ANY organization in any sector.      

One of the eight ways to grow an organization (and the one I find most important) involves creating a “can do culture”.  When doing workshops with teams and people, I have modified this to “building a culture of success” or “creating a culture of philanthropy” (love of humankind).I believe a large part of this work is about living the personality of the organization and being clear about the character of the organization. Below are some concepts to focus on if you want to shift your organization’s culture.

1. Openness and courage to build trust. This is all about setting aside ego and who is right or wrong; each person involved must have the true desire to ask, “What is the highest good for the organization and what are the steps to get there?”                                                                                  
2. Consciousness, will, and integrity to act sustainably. Especially now, in a challenged environment for resources, think about how you create the safety for people to say, “Is this the most efficient way for us to work? Or is there a smarter organization in this space that we can partner with or give this idea to? Or are we treating ourselves well so we can be vibrant ambassadors for this work?”                                                                                                                                          
3. Prepare for and promote success. So often there is a focus on what more there is to do or what is missing from the current work.  Challenge your culture to carve out the places and spaces to stop and say, “It is so inspiring and wonderful that we were able to accomplish…” Having celebration moments at the beginning of meetings forces people to acknowledge what is working, learn from it, and deepen the pride in their work.                                                                                                                     
4. Showcase the values of the organization and its work. Over and over we hear about how difficult it is to understand and talk about the organization’s mission and programs with new audiences.  Once people embrace the values of the organization and state out loud their respective reasons for being part of the leadership as Board, staff, funders, etc., there is a shift in consciousness about the ease in showcasing one’s association with the organization.                                                                                                           
5. Use the language of invitation. There is more intentionality in saying “May I invite you to be a lifelong partner in our work.” Evaluate your messages and materials to determine if you are comfortable with how much grace, respect, and gratitude is present when you are engaging people (at all levels) in the work you are doing.  

Being an athlete and part of a team has been an integral part of my entire life.  I sometimes walk through the world thinking that everyone knows what “team” means and how it manifests in our lives.  As many people may not have had the honor of being part of an orchestra, dramatic performance troupe, or been a member of a sports team, I am sharing a few team concepts I believe can be adopted for any group that works toward a common goal.

1. Define your legacy and go after it!  Any team or troupe is clear on what success means to them as a group and in their work.  They take pride in and value their contribution to their school, their community, and people who watch them in action.  They agree on a goal and a process for getting there (win the conference championship and do it with dignity, class, and respect for the opponents) and hold each other accountable to the team values and process. 

2. Trust that your teammates are there for you!  The camaraderie and support from being part of a team is wonderful when it works and people play to each other’s strengths.  When each player has been given a role or defined their contribution as a ‘player’, then the fun begins.  A highly functioning team exchanges messages of encouragement and feedback which are easy to receive as they have the team’s highest good in mind.  Put an emphasis on “positive” and “encouraging”;  teammates who challenge each other to rise to new heights rather than pulling teammates down.

3. Everyone is part of team success AND team failure and every team member understands that practice does make perfect!  People understand the concept of repetition of a task over and over again leads to success.  At least, in theory they do!  I often work with groups and ask people what their idea of “practice” when it comes to speaking your vision or sharing your connection to the work you believe in.  Ninety percent of the time people think that if they say or write their story once, that is the ‘practice’ they need.  Teammates know that repeating the effort to tell  your story many times is the difference between good and great.  Any good athlete or team member knows that together everyone achieves more so they encourage each other to practice.  And, we all know that there is something to learn from every loss; it is just how you use and share those lessons that matters.  Being good is not about not making mistakes, it’s about never making the same mistake twice.

Top fundraising CEOs with whom we have had the honor of working have the ability to endear themselves to those who have capacity to make their institution’s dreams come true, are capable of articulating the vision for the institution to a variety of audiences, and spend a majority of their time doing these two things.  Read on to see if these essential CEO characteristics are present at your organization or as a frame for a potential new hire in the “number two” position for your organization.

The CEO is the voice, the visionary, the leader and the face of the institution and thrives in this role.  They are the ones in whom major donors/funders give their trust.  The CEO is who a donor considers before making a significant gift. A top notch Chief Development Officer* (CDO) knows when and how to use the CEO’s time for the greatest return.  The CEO motivates the Board members to be personally involved in fundraising and acts as a negotiator between Board and staff.

The CDO spends considerable time working with development staff, CEO assistant or Board assistant, volunteers, Board members and donor connectors to do the following tasks as they relate to major gifts work: planning and organizing, strategizing about prospects and calendar, setting goals and priorities, and learning about new and current donors through conversations and reviewing background information. The CDO is seeking always to put the President/Chair, the CEO, and key leadership in positions and conversations with donors for a win. The CDO's goal is to be so well prepared that the best suited leadership member (CEO, CDO, volunteer, Chair or combination) makes the right ask of the right person for the right project at the right time.  The CDO and CEO work in close partnership to raise funds.

A successful fundraising organization has the CEO and CDO spending a lot of time together building a strong and respected partnership.  Both parties share a joint commitment to the relentless pursuit of people who can help the institution.  The CEO and CDO share a joint ownership of problems and goals, a joint ownership of relationships, and a joint ownership of success.  This can only successfully occur through trust and constant honest communication.  The CDO is always lobbying and fighting for the priority share of the CEO time and knows that when she gets it that she can't blow it!  A good CDO has familiarity with the strengths, comforts, and places a CEO ‘shines’ and plays to these settings.  The CDO demonstrates loyalty, dedication, and confidentiality and offers ongoing relationship building and learning opportunities for volunteers.

There should be a disciplined schedule where the CDO and CEO meet each week to talk about the past, present, and future of relationships with donors and funders.  Time is spent reviewing meetings, stewardship plans, and discussing updates on donors.  Calendars are reviewed and a “top 25” visit schedule of recommendations are discussed.  Challenges for re-engaging donors or funders are discussed.  From there the CDO reviews the calendar daily and ensures the CEO’s assistant feels comfortable with all the meeting and conversation details to serve the donor and provide success for the CEO.   The CDO also works throughout the organization and with volunteers to ‘stop and celebrate’ the wins and keeps the team motivated between wins.   As issues come up with donors a good CDO is quick on her feet to present solutions and/or knows how to ask the right questions to move the relationship forward.  The CDO is also responsible for ongoing communication to the CEO and Chair/President including sending reports via e-mail of gifts that come in and suggesting donors to thank or call with scripts that make it easy for the leadership to act and say just the right thing.                      

*Chief Development Officer refers to the top development person in the organization who may or may not have this title                                 

This article was written in collaboration with the smart fundraising expert Debra Minton, Founder of Philanthropia Partners and is a salute to one of the best fundraising CEO’s, Dr. Donna Lopiano and the  successful partnership we had at the Women's Sports Foundation


 

I was walking on Grace Bay in Turks and Caicos, the same beach where we had put some of Mom’s ashes, and had an ‘aha’ moment.  Reading Wayne Dyer’s book on the Tao has made me more aware of paradoxes.  The Tao is a 5,000+ year old philosophy that Dr. Dyer has ‘translated’ for today’s audience.  There is a place in the second verse of the Tao where the duality of desire and desireless is raised and likened to wanting and allowing.  To realize there is beauty only because we have defined ugly, or to conceptualize tall only because we have named short is one thing. However, to truly practice allowing the good alongside the bad or accepting the bad along with the good is something a good leader must do to succeed.  

While it has been 10 years since Mom passed, this past summer was a challenging relapse into the memory of her passing.  I was diagnosed with breast cancer which was one of the cancers that took my Mom’s life.  My family and I had already planned on doing something in October to salute her 10 years in spirit.  We had done lots of rituals in the years since she passed – having ‘art’ days where we made items with her beads, feathers, shells,  doing regular sister, sister, sister (I have three!) outings to places Mom loved, and sending Mother’s Day cards to other mothers we knew who were full of heart and creativity like she was. For the 10 year mark, we had a plan to read some of the letters we had stored away as a treasure until this time.  

But here it was June and I had a health crisis that shook me and my family.   As the ‘rock’ of our family, this realization that the cancer had come again brought about quite an array of emotions.  I am the doer, the leader, the provider, the captain, the giver – for my family and many others.  What a challenge for me to now hold ‘receiving’ in the same way and with the same value as ‘giving’; truly a test in “allowing” for this feisty independent redhead.  For several months I was an “Olympic” receiver of healing, loving thoughts, friendship, tenderness, and more.  A double mastectomy is a high speed lesson in learning to receive!  

My Mom Susan had a gift of being able to give and receive with such grace.  There was a sense of wonderment with which she approached life with that was quite magical to be around.  One year she wrapped special rocks in yarn as holiday presents and bestowed them to us with a story about why the rock reminded her of our qualities.  

Fast forward to October when I was now without cancer having removed all of the ‘bad energy cells’ as one friend called them.  My sisters both came to visit me and we connected with our Mom’s relatives.  The box of letters came out and we learned more about our heritage.  The correspondence was to our father’s parents from 1957-1964.  During this time our parents moved five times, birthed five children, got three degrees – all while making our clothes, growing our food, and renovating an old cape farm house in New Hampshire. 

Needless to say, we learned even more about the receiving Mom did to raise all of us during such a challenging time.  She was always the model of giving to all of us and I am not sure until I read those letters how much ‘charity’ she received from relatives and others. Her gratitude and humility poured out in her writing.  

Without a recipient, there can be no giver.  No giver of love, caring, nurturing, or philanthropic dollars.  What an interesting time of year to accomplish much by not trying; by just being open to receiving.  I invite you to allow the light and love in…today and always….with grace and gratitude.   

I love this time of year for the magic it produces.  There is a sense of hope and possibility abounding.   At Imagine Philanthropy, I think of all the worthy nonprofits that are coming to their year end and awaiting donor’s gifts which will bring joy to their clients, their team, their Board and you, the donor!   One of my fun tasks next week is to process some yearend gifts and I encourage you to join me. 

Kudos to Tracy Gary and her team at Inspired Legacies for creating a list of deserving groups that are doing transformational work.  I invite you to spend some time reviewing Tracy’s list and making a gift that matters to you – that moves you and inspires you.   I am adding to her list three groups that make my heart sing as I feel strongly about their leadership, and their important work in transforming cultures, systems, and policies for women.   Know that either as an advisor or Board member to these groups, I have been immersed in their planning and feel strongly about the impact they are making in shifting humanity.   As well, any and all of the clients that Imagine Philanthropy works with on this list are doing incredible work and are deserving of your support.   

Tides is a values based, social change platform that leverages individual and institutional leadership and investment to positively impact local and global communities.

Women Win is recognized as a leading global organization using sport as a strategy to advance women's rights.  Women Win envisions a world where women and girls are strong leaders and agents of change in their communities.

Women Effect Investments is a field-building initiative that seeks to mobilize more investment dollars toward improving the condition of women and girls worldwide.

A wise expert on management coaching, John Keyser, asked me to pen some thoughts that might be helpful to women seeking leadership positions in business.   John is one of the guys who gets it; he knows that men are promoted because of their potential while women must prove themselves
over and over to be promoted.  The research group Catalyst has confirmed this in their studies.

Much has been studied and shared about women’s leadership and the lessons that must be embraced for success.  Here are some helpful ideas for women to consider for advancement in the work place:

1. Get ‘investors’ behind you.  Find people who will go to bat for you and ask them to think of you for projects, committees, speaking opportunities, etc.  Ideally this would be a senior ranking male in your firm who knows your skills and will comfortably recommend you for projects and promotions.    Men will often say to a CEO; “I want to work for you”.  Women need to be bold and say the same. 
2. Share your wins.  As a general rule, women are averse to ‘bragging’ yet this often means they are overlooked for promotions as their accomplishments are not showcased or not known by the leadership.  After leading your team to completion of a successful project, write a thank you to all members of your team, with a cc to the CEO, that details these accomplishments.   Then the CEO will have clear data on your work and efforts. 
3. Raise your hand.  Find out what associations are applicable for your industry or sector -- where the leaders you admire are involved.  Join these groups and volunteer for committees.  The chairs of these committees are well respected and connected individuals and will notice the work of a good committee member.  Their recommendation of you for a position will be well received. 
4. Be your best friend… and saleswoman.  I am often in awe of how men introduce themselves compared to a woman’s modesty.  Humility works for sure but women must make sure they don’t discount what they have accomplished.  Try an introduction that truly summarizes the breadth of your work; “I am an  entrepreneur who has built four successful businesses including a real estate company, a health care practice, a consulting practice, and a national nonprofit organization.  All of my work incorporates women’s empowerment around their bodies, leadership, money, and the true ownership of power.”
5. Report to a Board that looks like you.   If you hear the leadership say, we can’t find any women for our Board, refer them to this smart list of resources.

Jennifer Buffett will change the world. You may not know her now, but when all is said and done I believe she will own the title, The First Lady of Women’s Social Change Philanthropy.  Jennifer is the life size symbol of NoVo – to alter, invent.  The NoVo Foundation she created with her husband Peter is based on the premise that if you give a girl an opportunity, she will become a successful woman who will in turn create successful communities, businesses, and families.  Jennifer’s story is just that.

After deep examination of the focus of their philanthropy and a personal examination of her own expression of her values and influence, Jennifer is speaking around the world sharing her personal story and experiences. She and her husband Peter spent years examining the interrelation between systems, culture, and relationships to determine place of impact and opportunity for change before launching the largest foundation serving women and girls, the NoVo Foundation.   Jennifer has incredible perspective to offer activists, social change drivers, and philanthropists and after hearing her recently, I distilled these ten concepts that are worth sharing; 

1. Look at the roots of the problems, examine patterns and themes and find the programs and the stories that rule the world and which ones make sense.
2. Acknowledge two conflicting truths:  1. Girls and women are the primary drivers of change.  2. Cultural attitudes and systems put girls in a vicious cycle; blaming them and affirming that they are not valued.   The girl effect demonstrates that if you invest in a girl, her family thrives, she contributes to her community, and eventually her country succeeds.
3. Invest in places where value is held and not yet recognized.  Note:  there are 600 million adolescent girls living in the developing world who are currently ‘undervalued assets’. 
4. Value balance and partnership and affirm feminine values. 
5. Encourage women to use their voice, say what is want and needed, take credit, and invite men to join as equal partners and co-creators. 
6. As a woman, choose to be seen and heard and work to change the course of the boat named Earth Community. 
7. Improve gender dynamics by recognizing that the qualities in the masculine ‘toolbox’ - force, hierarchy, punitive, and a focus on head not heart - are learned, normalized, and internalized. 
8. Honor and showcase the characteristics found in the feminine toolbox; listening, connectedness, experiential learning, honoring innate cycles and rhythms, and wholeness. 
9. Establish learning environments that allow for inquiry and participation. 
10. As conduits of feminine energies, allow the most precious qualities of clarity, strength, knowing and vulnerability of yourself to come into full light. 

So - with the energy and passion that hopefully pervades the work of the organization and its leadership, come on out and tell your stories - then true Fun Raising can happen and campaigns can be launched.  Feel free to read another blog I wrote on this from a philanthropist's perspective. 

I got three ballots to vote for Board members for companies that I own stock in.   Normally they would go in the trash but why not take action?  I know that Linda Tarr Whalen in her book has spoken about the 30% rule of needing at least 3 out of 10 underrepresented individuals in a decision making body to make an impact.  I found this sample letter that seems easy enough to produce for each company and as soon as my executive assistant gets hired, she and I will tackle this!  

Joe Keefe and Jacki Zehner have written and spoken about the impact a letter can make on institutional investors and how we can use our voice to shift the dynamic of Board rooms.  Feel free to read more about why this might matter according to Catalyst and others. 

I remember in the early days of advocating for more sports media and a coach or athlete would write the network or paper directly.  The producers and editors would show us the letters with a sense of awe – that people actually cared about the lack or quality of coverage and took action!  Your voice does matter.

So I will be taking a sample letter from PAX to my good friends at Northwest Mutual and also TIAA CREF to see where and how they see the use of this.  Keep speaking your truth - they will listen if we all commit to taking action. 

photo © 2006 Riza Nugraha  | more info (via: Wylio)

Seriously, how fun is it to celebrate and dance and how often do we do either of these things?  I love Emma Goldman’s statement – “If I can’t dance I don’t want to be part of the revolution.”  At the Women Moving Millions session we heard from the co-chairs, donors and leaders – all who danced as they came on stage to share their stories and ideas.   

 One of many highlights for me was the dancing!  Chris Grumm, Helen LaKelly Hunt and I dancing with the audience as we all took ‘back’ the word REVOLUTION moving to Tracy Chapman.  Next session we will be moving to Miriam Makemba’s Pata Pata.  

After hearing updates and perspectives on the campaign from the leadership and a distinguished panel of women, including Dobkin Family Foundation founder Barbara Dobkin, Mama Cash Executive Director Nicky McIntyre, Women Moving Millions Co-Chair Jacki Zehner, ACCION USA's Elizabeth Bueno, and Women's Foundation of Greater Kansas City President Dawn Oliver, I encouraged people to check in with our own individual experience of philanthropy and “moving millions” in our own lives.  

I believe that a key aspect of a good leadership is the practice of consistently looking at our own motivations and experiences around giving and receiving.  Spending time to reflect on what it is that keeps us open to receiving and to giving and understanding the conditions or environments that help us feel more generous is a good growth opportunity.    

Feel free to take some time to look at an exercise that I created that examines – “What is it that allows me to give time, talent or treasure with joy and ease? And how can we move towards this?”