By R. Michael Patterson, CFRE

This month the Bacon Lee & Associates team responds to a question from one of our readers about combating “founder’s syndrome.” It can be a very tender spot for many organizations and requires careful attention.

Q: A prominent organization that many of us care about seems to be experiencing something that happens to every nonprofit. Founder’s Syndrome. Can you share with us the reasons why every nonprofit goes through this, and what you would say to counsel this (and every) organization to encourage them to work (and soon!) toward their next phase of organizational development?
A: Let’s be thankful for the many founders who have taken the initiative to establish the many wonderful non-profit organizations!  Their foresight and work have changed lives for the better.   My colleague Barbara Anne Stephens shares that,  “Founders are generally very passionate people.  They are cause driven.  They are entrepreneurial.  They multi-task because they’ve had to do so from the beginning.  They tend to put their friends on their original boards and they are fearful of board members who have questions.  They are “the face” of their organizations.  Founders have great parental instincts and they use them in the early years of their work.”

That said, many founders also have a syndrome that goes something like this:  “This is the way we’ve always done it.  We’ve been successful so far.  I don’t see any need to change.”  Barbara Anne adds, “Many board members are in league with the founder unintentionally.  Boards have to work hard when a founder transitions.  Sometimes they prefer the status quo to the detriment of the organization.”

Because founders, with all good intentions, put the brakes on new initiatives and ideas, they impede the continued growth of the organization that has been such a crucial part of their life.

Unfortunately, it is extremely difficult for most staff members to make any impact on a founder, especially in the area of fundraising.  Perhaps it’s time for a capital campaign or to develop a planned giving program that can take the organization to the next level of achievement.  Many founders don’t see the need for this, and if they do, they may be reluctant to call on the network of donors they’ve developed over the years for campaign gifts.

Influencing the founder is usually best achieved from a peer, such as a board chair or perhaps influential member of the community that she may respect and admire.

As organizations grow and thrive, it is possible they may outgrow the skill set of a founder.  Another alternative would be to move the founder to an emeritus position, serving as the visionary for the future but having no governing authority.  This, again, would have to come from a peer and done very delicately.   Barbara Anne adds, “The best option is to begin with the Board of Directors, and in particular, the executive evaluation committee.  The committee needs to ask about transition plans as part of the annual review.  It is part of their fiduciary responsibility.   The Board can also provide opportunities for a founder to meet with a career coach.  Who knows what possibilities await a successful nonprofit founder!  Most founders have a valuable story to tell.  If they have been effective as fundraisers they might become excellent planned giving officers or donor relations specialists.  But that is only possible when the founder is prepared for the next step and excited about what the future holds for the organization.  Naming an endowment fund for the founder shows respect.  By all means, find a way to honor the work of a founder.”

Founder’s syndrome is an extremely difficult matter to resolve.  You always run into the danger of greatly offending the founder and confronting a stubborn founder who’s not going to change.  You also have the problem that most peers are not willing to confront him/her about the fact that they may actually be a hindrance.

So sometimes you’re left with the situation that nothing is going to change until the founder completely steps aside or passes on.

Send your “ask the experts” questions to the Bacon Lee & Associates team at www.baconlee.com.  We’re eager to assist!

Look for more articles by Mike Patterson:  “Assessing a Donor’s Legal Capacity.”  The NonProfit Times e-newsletter. February 14, 2012, and  “A Glimpse into the Life of a Planned Giving Field Officer.” Planned Giving Today. February 2012.

By Joyce Penland, CFRE

Your nonprofit expects its Board of directors to participate in giving and you’ve achieved 100% participation every year.  If that’s the case, congratulations!  But if your Board hasn’t achieved that milestone, you’re not alone.

In a recent conversation with a client’s Board of directors, Bacon Lee & Associates stressed the need for 100% Board member support as the client considers undertaking a significant capital campaign.  Looking for additional data, I recently read the report from the National Research Collaborative on the AFP website about results of giving in 2011.

NRC survey respondents answered questions about giving by Board members and Board member engagement in fundraising.  In the U.S., for organizations with revenue above $250,000, nearly 6 in 10 respondents require each Board member to make a contribution. About a third of respondents reported that their organizations set a minimum contribution amount, which averages $4,977. The average for the minimum Board member gift is higher for arts organizations ($5,655) and educational institutions ($12,520).  Keep in mind that many nonprofits boards will have a lower average gift size.

About three-quarters of responding nonprofits said that their Board members assist with fundraising by making links between the organization and a prospective donor, either through:

• Use of the Board member’s name in appeals (79%),
• Asking friends and associates (78%), or
• Making introductions (76%).

Between 50 – 60% of organizations have Board members who take a more active role in fundraising, which includes:

• Chairing events (65%),
• Securing sponsorship funding (62%), or
• Making personal visits to prospective donors (58%).

Because Board member giving is imperative to an organization’s success, it’s essential to stay abreast of “industry standards” that can be used to encourage your executive director and to influence Board members to give.  To read the full report, go to http://www.afpnet.org/files/ContentDocuments/NRC_April_2012_FINAL%20v2.pdf

By Vicki Boyce

One might consider working with a funder to have two aspects, or two sides of a coin: the personal relationship and the paper relationship.  Assuming you’ve done your homework and established the fact that your organization is a “match” with a potential funder, here are some tips to making sure that “coin” shines!

The ‘personal relationship’ side of the coin:

1. Visit in person with foundation personnel and ask questions:

• Would this be a good time for us to request funding?
• Which of the two programs, A or B, would most appeal to your Board?
• How much would you recommend we ask for?

2.  Invite Staff or Foundation Board members to visit with a specific purpose in mind:

• Don’t fill their head with statistics!  Use few, and in the context of need or results.
• Avoid acronyms, they don’t live in your world.
• Honesty is the best policy!  If for some reason previous funding has taken on a different  look, communicate that.

3.  Following the funding it’s important to show appreciation!

• Call and write a personal note, in addition to a form letter.  The notes are passed around to the Board members, but the form letters are pitched.
• Send a photo of the funded program in action, or scan a letter written by a client and
• EMAIL it to the funder.  It’s easy to hit “forward” and send to the entire Board.

Now, let’s flip the “coin” to the other side:  The paper relationship requires that you do your homework prior to writing a proposal since there is no clearer picture of what is important to a funder than last year’s list of recipients.

• Answer in the space allotted.  If you’ve ever read 40 applications, the consistent format of the application keeps one’s brain straight!
• Keep it simple; the funder may not understand your “language.”
• When asked how the requested funds will be used, be as specific as possible.
• Be a problem solver in your application, not just a problem describer.  This gives the funder a reason to be hopeful and a desire to partner with your organization.
• Design your evaluation to be measurable.
• Read the guidelines one last time before you put it all together to submit.
• Do not wait until the foundation asks for a report.  Enter in your calendar “report due to ABC Foundation” a week before it’s due.

So, as you’re addressing the personal relationship and the paper relationship with a funding organization, when you deposit your coin, make sure both sides are shiny and bright!

By Marion Lee, CFRE

“A prudent question is one-half of wisdom.”

— Sir Francis Bacon (a better known Bacon)

This is a lovely profession!  Every time you turn around there is something new, different and puzzling.  Over the years, we here at Bacon Lee & Associates have been asked to sit on panels that have been challenged with a myriad of questions.

We’re asked everything from, “Should I go into fundraising as a profession?” to “How do you go about raising $70 million?” – but that one really couldn’t be answered in a panel setting with limited time.

So, we would like to launch something a little new and different in our newsletter to help you in your day-to-day job.  Call it what you will, “Ask the Experts” or “ Query the Consultant” we want to address the issues and questions that are affecting you now.

Here is how it will work.  Please send us your questions either through our blog or to my email (mlee@baconlee.com).  We will pass the questions around to our associates or other experts in specific areas and respond to you either through our blog or directly to your email.  Each month, we will select a few of the questions and answers to feature in our Ask the Experts section.

So to get us started, let me toss into the ring one of my favorite and most often asked questions:

Question: How do I get my (board, committee, advisory group) to give to our annual fund?

Answer: This is not a one-size fits all answer but certain basic tenets will prevail.

First: Take a look at the way you are asking them for funding.  Do you say and do practically the same thing every year?  Is it always staff making the asks directly or indirectly?  Do you get almost the same response- about 50-60% participation, but never get to 100%?

Second: Look over the board or committee members carefully.  Is there someone you can educate and engage to be your spokesperson for the annual fund?

Third: Once you identify and educate a leader, give them the facts and outcome information that they will need to ask or encourage their peers to make their gifts.

Fourth: Come up with something fresh!  Find a challenge matching gift or some kind of innovative way to get their attention.  The best challenges come from peers.

Fifth: Track the response and report it directly to your annual fund leader or chair.  Make sure that they see the progress and the shrinking number of people on the list that they have to call.

Finally: Give the volunteer group the good and bad news.  Provide accolades for the progress and honest feedback on what still needs to be done.

We all fall into the trap of grinding through our annual fund, relying totally on the staff vis-à-vis direct mail, email, and subtle packets placed on the board table.  We forget that the board should lead, the initial phase of this endeavor, thus we fail to use one of our best resources.

We would like your feedback so if you have any thoughts or questions you would like to submit, send them through our blog at www.baconlee.com or to me at mlee@baconlee.com.

By Michael Bacon, CFRE

Every now and then, I receive a thank you from a nonprofit that is thoughtful and considerate.  I wish that every appreciation note from a nonprofit managed to do that! More often, I receive a tax receipt signed by a Staff member that feels more like a cursory duty than a genuine statement of appreciation.  And rarely do I receive anything beyond that letter.

A sincere thank you entails doing something more than sending a gift receipt with a printed message.  It is opportunity to strengthen the relationship between your organization and the donor.

Just as 2011 ended, we received a packet from a nonprofit that we had supported financially.  Full disclosure is that the nonprofit is a former client of ours.  I was very pleasantly surprised by what I found.  Here is a photo of the contents:

You can see a copy of the annual report and an oversized handwritten note from the Executive Director, personally thanking us for our support in 2011.  The entire package is wrapped in an attractive bright bow that begs you to pull it open.

This packet was in addition to the charitable gift receipt we had already received.  It was an incredibly thoughtful additional thank you for our support.

For her landmark study that became the book Donor Centered Fundraising, Penelope Burke surveyed thousands of donors in the United States and Canada.  One of her many survey findings jumps out:

53% of study donors could recall an instance when a charity did something unexpected or out of the ordinary to acknowledge their philanthropy.

The thank you we received from the Children’s Bereavement Center of South Texas (www.cbcst.org) certainly fits the bill.  It got my attention and felt genuine.  I do believe that the nonprofit appreciates me.  Will I give to them again?  You bet!

As we start 2012, what can you do to appreciate your donors? Perhaps you focus on the most generous top 10% of your donors.  As you start a new calendar year, can you come up with a way to make those supporters feel personally appreciated?  Now is the time to thank your donors, especially if you have a spring solicitation planned.

Here are a few ideas for you:

• Have your Board members call donors to thank them personally.  Sincerity trumps training every time.
• At the next Board meeting, allocate 10 minutes for Board members to use their cell phones and make three calls each.  Have a prize for the Board member with the best story about their thanking conversation.
• Send artwork created by the clients your nonprofit serves.  Add a short note of thanks and explain that the enclosed piece of art is a small way to share your gratitude for their support.
• Do you have a particularly meaningful letter from a client, expressing their gratitude for the help they received?  Include it as part of a thank you note to your top donors.  What our clients say about us is powerful.
• Valentine’s Day is coming up.  What can you do to reach out to your donors and let them know you appreciate them?

By Joyce Penland, CFRE

When I think about the fundraising advice I’ve heard through the years, the many conferences I’ve attended and the excellent books I’ve read like Jerold Panas’ “Asking,” Claire Gaudiani’s “The Greater Good,” and Penelope Burk’s “Donor-Centered Fundraising,” the common thread among them all is the importance of building relationships in order to achieve fundraising success.

Too often, I’ve believed the relationship between organization and donor to be mostly one-sided.  My myopia saw that the organization had a great mission, worthy recipients, and talented “askers” who went out and brought home the bounty.  The organization asked and the donors gave their contributions.  I discovered that I had a lot to learn!

As I have matured as a fundraiser, I have witnessed the truth and beauty of being donor focused.  I have seen how gratifying it can be for donors who, through their giving, have developed strong, personal relationships with the organizations they support.  In building a relationship with the donor, we do more than “present” an opportunity and then wait (think ATM drive-through) for the gift to fall into our hand.  We cultivate, we nurture, we respect the donor’s wishes and we listen more than we talk.  If we take the time, and are genuine in our desire to ensure that the donor’s needs are being served, then deep, satisfying, long-term relationships can be built for the betterment of our organizations.

When we neglect our spouse, or a long-time friend, we can damage our connection with them.  The same is true of our supporters.  But when we communicate often, and demonstrate caring and authenticity, our connections flourish.  This is as true in our donor interactions as it is with our family and friends.

As I frequently talk with clients about the important principle of building relationships, I recall fundraising guru Si Seymour’s admonition that fundraising is a lot like milking a cow.  You don’t write the cow a letter, or send it an email or a tweet, and you won’t get milk by calling it on the phone.  Says Seymour, “The only way to get milk from a cow is to sit by its side and milk it.”

By Barbara Anne Stephens

I am willing to admit that the first computer I ever saw was a huge main frame in the computer area of Trinity University (and it was years following my own matriculation at the University in the Sun).  At that time, I could not have imagined the impact that development of the microchip would have on my daily life.  I have recently become a devoted fan of texting and I have the thumbs to prove it.  But monumental, life-changing technological advances cause me to reexamine their place in our professional lives.

No one will dispute that development professionals have a myriad of communication tools available to us.  We can email, we can text, and we can tweet.  We still use direct mail with positive effect.  We can telephone and we can Skype and, of course, we can have face-to-face meetings with our donors.  Our dilemma is choosing the appropriate means of communication.

The team at Bacon Lee & Associates would like to initiate some discussion around this topic.  We will share our perspectives in this newsletter and we encourage you to weigh-in on the discussion by using our blog.

Case in Point: You must secure a volunteer chairperson for a fundraising event.  You communicate occasionally with your first-choice for event chairperson (who is also a donor) by email.  Is it wise to use email to communicate your needs to the prospective chairperson?

Our Point of View: Your choice of communication method may indicate the importance of your request.  Fundraisers agree that a face-to-face “ask” is most effective statistically but it certainly requires more time.  Consider your personal relationship with the prospective event chairperson when choosing a form of communication.  Remember it is easy to type a two-letter response to an email request – “no.”

Case in Point: Your organization wants to increase the potential donor base focusing on the 20 – 40 something age group.  Is it wise to develop a slick direct mail piece to invite their participation?

Our Point of View: If your organization has many Facebook friends, you might consider posting your invite.  It is clearly an economical choice and it may be the most effective choice.  Creating “buzz” about the event among young adults using their communication forum of choice helps you achieve your goal.

Case in Point: You are keenly interested in a job that has been posted to an Internet website.  Your marketing skills allow you to add interesting design features to your resume.  You want to be noticed.  Is this a good idea?

Our Point of View: Consider the professional who is reviewing your documents.  Clarity trumps cleverness for the recruiter.  Read the job description carefully and consider using words that the NPO has chosen to describe the  candidate they are seeking in the body of your cover letter and/or resume.   Provide a personal email address and cell phone number.  Using your current employer’s communication equipment can be compromising.

Case in Point: You have an interview with a recruiter.  How should you communicate with the recruiter?

Our Point of View: You’ve cleared the first hurdle.  The recruiter believes that you have a strong resume and cover letter.  Now is the time to shine.  Reconfirm your appointment by telephone to the assistant or by email.  Use the Internet to research the potential employer.  GuideStar is an important tool for NPOs.  Telephone colleagues who may be willing to discuss the opportunity.  Pay attention to nuanced responses.  Prepare a list of questions regarding the job and the organization.  Avoid letter-writing campaigns supporting your candidacy.  Some Board Members have negative responses to pressure.  An email “thank you” note following the interview is acceptable; however, a personal hand-written note is still the gold standard in etiquette.

Case in Point: You have an appointment with a donor.  You’ve recorded it on your Blackberry but it did not reach your computer calendar.  You miss the appointment.  What do you do?

Point of View: Mistakes happen with or without the use of technology.  We are all human!  When a mistake happens in your life, don’t assign blame to technology.  Own the mistake, ask for forgiveness and learn from the error.

The impact of advancements in communication technologies cannot be denied.  The Arab Spring, the Tea Party movement and the recent Occupy Wall Street gatherings are dramatic evidence of this fact.  These technologies also impact our professional lives.  The team at BL&A does not have all the answers, but we want to open the dialog by providing these observations and by reminding professional fundraisers that we do our best work when we are donor-focused.

By Karen Kegg

There seems to be more buzz about mentoring now than there was when I was beginning my professional career as a fundraiser.  Being a mentor–a professional helping others grow in their professional and personal lives–is such a popular thing to do in our society.  It benefits both of the people in the relationship, the mentee who gains valuable knowledge, and the mentor who has an opportunity to share life experiences.  What a great thing!

However, hooking up with the mentor that is best for our needs can be a challenging and time consuming proposition.  Can we go on Craig’s List to look for someone to give us good, sound advice and to assist us in obtaining our goals like we would an affordable set of twin beds for our kids?  No, but seeking a qualified individual to mentor us whom we admire, respect, and hope to emulate can be easier than we think.

Mentoring is a partnership in which people share their knowledge, skills, and expertise to foster the personal and professional growth of others, generally those new to the profession.  Good mentors pass no judgment as they place themselves in the mentee’s situation.  They look at situations objectively and without any bias and genuinely care for you and the things you represent.

Prioritizing the characteristics you wish for in a mentor helps get you started.  When I look at those who have mentored me, I recognize that these individuals are people I respect as professionals and others do, too.  They work in positions that I would like to learn more about and maybe, one day, would like to emulate. Additionally, they have been people I’ve enjoyed spending time with and their positive attitudes and sense of “can-do” spirit are contagious and inspire me to be a better professional and person.

I have been a mentor to many people in my career and try to pass along wisdom that I have learned from those who have mentored me.  By being a mentor to new professionals I have a means of “paying it forward.”

Being a mentor certainly has been a rewarding experience.  I always learn something new from those I’ve mentored and, most importantly, gained new friends.

Karen Kegg is a mentor through the Austin Chapter of the Association of Fundraising Professionals.  We encourage you to contact your local AFP chapter to learn about mentoring opportunities in your community.

By Beverly Seffel

There has been a lot of talk about the workforce of women “Beyond 50.”  Recently in Austin there was a conference on “Beyond 50.” It is my understanding that it was so well received that there is another one scheduled before the end of 2011.  Many of us 50+ women find we are in career transitions.   Because of company restructuring (better known as lay-offs) we find ourselves drifting in unknown waters.  And it scares us.

After 32 years with one company, I, too, found myself over 50 going through company restructuring.  I felt I was drifting in uncharted territory.  At first I thought, “What do I do now?  I don’t know anything.”  A friend said to me, “Beverly, you know a lot more than you think you do.”

My friends were right; I just didn’t know it at the time.

One of assignments at Bacon Lee & Associates is to conduct job searches, and I have found that 50+ women are in demand.  They offer employers a strong work ethic, knowledge, experience, maturity, an established reputation, and more importantly, established relationships in the community.  These attributes are what employers are seeking.  If an employer is looking for someone right out of school with no experience they can hire the new grad at a low salary.  Would a 50+ woman really be happy at that place?  They should not despair at not being selected for such a job.  It’s not about age and it’s not about the 50+ employees.  It’s about the person and the company doing the hiring.

For me, being 50+ was scary, but, in a very profound way, it was also very exciting to think that I was starting a new life and career.  I was hopeful that I still had the brains to learn new things and had the ability to go beyond my comfort zone.  I did, and at 56, I still do.  I love my new life more than the old one, and at times, I’m still challenged, and a little scared, but in a good way.

I have witnessed a newfound determination in women 50+ to succeed and to show the world that they are a force to be reckoned with.  Women are reinventing themselves and their careers to meet the demands of a changing environment and they are doing it successfully.  So let us not discount 50+ employees.

They are in the prime of their lives and they are changing the face of the workforce.

As a mentor of professional women in their 20’s, 30’s, 40’s, I would tell them to take charge of their current situation because this is the time when they are charting their future course.  While knowledge is in high demand, it’s not always what you know, it’s whom you know.  That’s why I would tell them that it is so important to take the time now to build their networks and enhance their reputations. I would say to them that, even more important than networking, is building sincere relationships, holding true to their core values, and taking a leadership role in the community, because this is where they will get noticed.

In order to build their relationships, friendships and reputation, young professionals will find these opportunities in attending events after hours, luncheons, breakfast meetings and by volunteering on committees and chairing events.  A young professional needs to stand out in the crowd as a leader; be recognized as someone who gets things done right and on time; and become an individual whom people want to associate with.  As a result, their superiors and their peers will support their endeavors and, most importantly, recognize that she is someone they have come to admire and respect.