In episode 57 of Mission: Impact, Carol and her guest, Betina Pflug (Beh-tee-nuh Flug) discuss:
Betina Pflug is an executive and life coach with over 25 years of experience in entrepreneurship, relational intelligence, strategic decision-making, nonprofits, facilitation & training, marketing, and CRM. Her international experience enables her to share best practices from a different perspective and allows her to communicate in several languages, such as Portuguese, German, Spanish, and English. With a personal motto of "leave every place you go, better than you found" and her organizational skills, Betina identifies problems and dreams up actionable solutions.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Betina Pflug.
Betina and I talk about relational intelligence. What it is, how it is different from emotional intelligence, why it is important to team development, and how it can help teams work more effectively together.
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Welcome Betina. Welcome to Mission Impact.
Betina Pflug: Thank you so much for inviting me to be here, Carol.
Carol: So I like to start each conversation with what drew you to the work that you're doing. What motivates you and what would you describe as your “why”?
Betina: My big “why” started in Brazil. I was rescuing dogs. A lot of times I always saw poor dogs on the street, took them home. I said, one time I need to help something. In a different way instead of just doing individual docs, why don't I go to a non-profit and try to help them with many. So I started doing research of what shelters were around in my area. And I started volunteering with them after a while I became the volunteer coordinator for the organization. And at the same time I was running a marketing agency and learning a lot how to generate new leads, marketing big corporations. And I said, you know what? I'm gonna use my knowledge to help nonprofits. So I started every Friday working pro bono, applying everything I learned in my agency to the nonprofit world. And then one, after another nonprofit, it started inviting me to revisit their fundraising strategy. And I love doing this more than my regular work. So when I moved here to the United States, I had a chance to start from scratch my career. I said, why not work a hundred percent with nonprofits? I love this. It's much better than working for profits. So I hired a coach to help me out, to migrate and be able to work a hundred percent with nonprofits. That's why that's when I started working with Salesforce, implementing Salesforce for nonprofits, and I never stopped. Now. I'm coaching nonprofit professionals. I'm doing a lot of new initiatives with nonprofits, but always with my heart on my work.
Carol: Excellent. Excellent. And yes, part of that shift has been focusing on relational intelligence. So can you first just describe what that is?
Betina: First off, why I came up with this topic and why it is so important after helping several nonprofits meals on wheels, I can name it, chase the music, a lot of nonprofits. I noticed that the biggest challenge inside the nonprofits is the lack of professionals, they don't have as many people as they wish to execute all the ideas. So people are wearing different hats. And sometimes a person who's running the volunteers needs to go and manage an event and needs to work on the fundraising strategy as well. So they need to be very flexible and for an executive director to be able to delegate things for their team, she needs to understand what I'm telling her, because the majority of the S reces are females. So this executive director needs to understand the native talents that each employee has, so they can take the best out of them and understanding and having a self-assessment tool and understanding about what are the talents that each employee, each person on their intelligence help on communication help on taking the best out of each professional that you guys have. That's why I was looking for a self-assessment tool and a training that was easy to implement, and it won't be something complicated that they will have the wish to take this even to their own personal life. So that's the self-assessment tool I'm using. It's called try its
Carol: How would you say that relational intelligence is different from emotional intelligence?
Betina: First of all, I'd like to compare relational intelligence to artificial intelligence. So we are in a big era of technology. We need to really improve our skills on interacting with devices in the future. We will be doing fundraising using Alexas and refrigerators because we're gonna have internet all over our house. So artificial intelligence plays an important role in the organizations right now, and we play an important role even in the future, but not even, not only artificial intelligence is important, but people really need to understand how to relate with each other. And I can give you an example. Sometimes kids go out for a program and they have internet over there. Whenever the internet stops working, they stop talking. They only know how to communicate using their smartphones gladly. We are from a different generation and the majority of the professionals working on nonprofits right now. We're in a place where they haven't had devices. We used devices so much at that time, so they knew how to relate with each other, but we were losing this capability when COVID hit. We were at home working remotely and we lost a little bit of this touch on how to relate with each other. So relearning, how to relate, how to learn for example, Gestures postures and how people react with your information, learning how to express yourself with words, not only texting or sending emails, plays an important role inside the organizations. Right now, answer your question. What's the difference between relational intelligence and emotional intelligence? When we talk about emotional intelligence is understanding how you're. And how others are feeling relational intelligence is understanding what are your skills? How do you like to communicate and how do other people like to receive information and how do they communicate such different perspectives? That's what we're talking about when we mention relational intelligence.
Carol: Yeah. There are a number of different things that I wanna follow up on there. Just your, your story about younger generations and. just getting so used to communicating only through devices or then going to online school. And of course we're doing this via a screen. Excuse me. And just thinking, just last week was the first time for me to be back in a room with a group of people facilitating a meeting. I hadn't done that since 2019. And I know a lot of people who are at a big conference of folks who work with associations this week and the posts on LinkedIn about, people have grown back their legs and this whole. Seeing people beyond just, the top half talking head piece. So I think being able to navigate in both contexts is really important. But yeah, figuring out how to work together as a team with which you work well with communication styles, all those, all those things are really critical and important. Can you say a little bit more about the framework and how you work and how you use that with teams?
Betina: Yes. First of all, I think it's important to touch a little bit about behavior evolution in organizations. In the past, we were very used to obedience to rules and authorities. We rarely listened to each other and differences were punished. Everyone had to be equal. Technical activities were more common and logical intelligence was the most important thing. So if you have a high IQ, you will be able to be hired. In our present moment, what's happening, Carol. We still obey. We respect who rules. And sometimes now we listen to each other. Different. Sometimes we are punished as we can see big movements like black lives matter. And we still have a transition between this respect between differences. Polarization and re rejection. We have a lot of that in politics and in problems that are coming up in technical and relational activities, starting to race and emotional intelligence is super important in our present moment. But what we see in the future that's gonna happen inside an organization is that people will start breaking rules. They're gonna have more respect for each other and more freedom. You can see this in some environments already. The difference will be included. We are gonna respect everyone's rights. We will really listen to people. Diversity will be accepted. Each one can have their place and relational activities will be the main thing inside organizations and relational intelligence will play an important role. That's what I see the difference between the organizations and that's why it's super important for us to start learning how to use relational intelligence in our lives.
Carol: Yeah. I mean, I definitely see those changes as we start to. I think there's been, it's been a long time coming of questioning hierarchies, how to that top down way of managing, I'm just gonna tell you what to do. I'm not asking you to bring your thoughts to the table. And I think in some arenas, that's still very much the mindset. And I feel like the whole great resignation, with folks just walking off of jobs and not feeling like their managers or their organizations, their companies really were. Caring about them as individuals, especially as we were really confronting, some, some existential crises in, in COVID as people are, literally having to face dangers to their, their health and safety as they work and, and then shifting towards the more egalitarian flexible changing rules I feel like there's some organizations that are moving towards that. And a lot that are still resisting it really, really, very much. And with the whole, everybody has to go back to the office three days a week, or, we're gonna be doing this, these things in different ways and, like put up or, put up or put out and. Some of what you describe on the other end feels a little utopian, but I'd love it. I feel like there are a lot of folks who've been wanting management to shift in that direction for a long time. So I'm, I'm curious about your, your reactions to, to, to our current moment.
Betina: Yes. We've seen a lot of organizations wishing to change, but there is a lot of resistance. So the way we are helping them is by bringing them awareness of who they are, the leaders, having them having awareness of themselves and having awareness of the teams, the, the main people they have. Together with them and how to better communicate. That's why this training is super important because what we do is we send a self-assessment task for every participant. They do the test, they receive a report of 28 pages that they can understand better about themselves. And then we do a workshop, a four hour workshop with the whole team explaining how they can use this knowledge. To better communicate with each other. You asked me about the framework. How does it work? So Marco and Antonio, the guy who developed this methodology, he's been a coach for four years in Brazil. He was the founder of ICF, the international association coaching association in Brazil. And he mainly coaches CEOs of big corporations over. After 35 years of experience leading and coaching CEOs, you figure out the main problem they have is leading teams and forming efficient teams like combining different personalities and different skills in an efficient team. So as you might have heard, a disk is an amazing tool in the market, but a more than 80 years old disc is very old compared to our Reality right now. And there are other tools like Agram that are very efficient, but they require a lot of study. And whenever you want to scale down to the whole team, a methodology like that, without spending a lot of money with consultants, it's important to have an easy way to transmit knowledge. So the methodology that he has. This framework has only five types and they are the thinker, the achiever, the organizer, the social and the integrator. And I can tell a little bit about each type so you can understand the difference between them, but he normally uses colors. So the thinker is the white. As we can imagine, for example, a human being connected to the cosmos, to the ideas. That's the white that represents it. The second one is the organizer, the blue, the person who is very here in the mind. The third one is the social, the green one. That's connected with the heart, with nature, the person that's very warm. The achiever is the gut, the orange, the person who really wants to get things done. And the integrator, if you visualize a person standing up, I can say that an integrator is a person who has roots, like a tree, a person who goes deep, who sees the interconnection between them. So, the framework that we use has five types and each person has at least two of them that they navigate in polar. And we explain a lot about polarity. Sometimes we think our boss is crazy because one day they're acting one form. And the second way they're totally different is because they're navigating into the two main characteristics. And in polarities, I'm gonna give you an example, a person who is green, who is very social, they're very empathic. But at the same time, they victimize themselves a lot when they're in the negative part of the green. So that's why it's hard. Sometimes you go to a person who is green and they're very happy, welcoming the next day they're complaining and everything's a disaster. So understanding polarities, that's something that's already in our environment and understanding that the person can have two different types and they use this to navigate the world. It's essential. So the framework also explains that during our life we develop our third. Skill the third type. This is what brings balance. So imagine if you're navigating into two different types and for you to have balance, you have, you need something to hold you in the middle, and this is the skill that you develop along your life. We call it the third color. So it's very simple. It's only five colors and the framework it's Sorry to say again, it's easy and simple. So a leader can be trained and train their employees to apply this in their personal life. And someone who participates in the workshop will be able to go back home and identify the kids' personality, how to interact with them and will be able to use another personal life and professional life at the same time.
Carol: Yeah, as you describe those different types, I can, I can see myself going back and forth between the, I don't know, the thinker of the achiever. And then through all the work that I've done, probably, always trying to strengthen myself, the relator or I don't remember what you called that group, the social, the social group. So, yeah. And and, and polarities, you mentioned, can you, can you say a little bit more about what polarities are and, and why, why they're important?
Betina: Okay. Yes. I think this is super important. Everything that exists in the world has polarities. For example, day and night, hot and cold reason and emotion, right or wrong results of relationships, networks, or hierarchy. So polarities are present in our life. All the. The same way our native talents have PLAR. So, as I was explaining, if I'm a social person, sometimes I can be very loving. Sometimes when I'm negative of myself. Socially, I can be victimizing if I'm an achiever, a person who wants to get things done, they can really achieve goals, but in a negative part, maybe they can go over some people to achieve their goals. They can be seen as a cold person. So every type that we have in our framework has positive and negative parts. And whenever you receive your report, you're gonna be able to read everything that you have as a positive, everything that you have as a negative and how to relate with different color.
Carol: Yeah, I appreciate working helping groups see polarities cuz especially working in groups, there's often a push pull between relationships and tasks. Like what, getting into task. What's the agenda? What are we, what are we doing next? Versus, let's get to know each other. Let's build trust. And I feel like a lot of groups feel like they have to choose one or the other. And going through that exercise of mapping out, okay, what are the positives for relationships? What is the shadow side? What's the positive for, focusing on, on task and what are the shadow sides, helping them see that you can, you can really have how might they. Really leverage more of the positive of each side versus having to feel like they have to choose one or the other way of working together. So I feel like it helps groups bring a little more balance that they can kind of. tack back and forth between, okay, well, we're gonna do a check-in at the beginning. It doesn't mean we're gonna spend the entire meeting checking in. We do have some things we need to get done where we're an organization that has a mission as a purpose. So I love that tool as one that I think it's very often very eye opening for groups. It releases them from that either or thinking. How do you see that? Playing out in terms of teams thinking through their different strengths that they bring to the table? The way
Betina: We approach this as we do some exercises together and one of them is teaching them to compare individual versus collective. So we write everything that by working individually, what are the benefits of working individually? What are the shadow parts of working by yourself? For example, the positives of working by yourself is that you control your time. You can prioritize. What's important to you? You have a peaceful mind, less conflict. You can move quicker, you have control and efficiency, but when you're in the negative or being individually too much individually, You, you can fuel only, you only have a single perspective. You have to put more effort on what you're doing. You can get stuck, feel overwhelmed, and maybe you can have blind spots. Whenever we are working on the positive of the collective, like working in a group, we have different perspectives. We have more strength to leverage. We have collective experience. We can go faster alone, but further together. And in the negative part, maybe we can deal with drama. We need to deal with feelings. We have to compromise. Maybe we'll move slower and could be more expensive. But what we teach them is how to navigate. If you're in the positive of the individual, you go to the negative, the way of getting. Is going to the positive of the opposite, the positive of the collective. So how to navigate in this framework is the secret. Whenever you transcribe this framework to relational intelligence. So we go in the basics, understanding the concepts of polarities first, and then we introduce them to the different types and how to navigate in your native talent.
Carol: So I feel like a lot of the conversation about remote work or work in the office has to do with this push pull again between the individual work and collective work. And what, what settings do people need for each and a lot of assumptions from how work used to be in terms of, the, this idea that if we're in the office, we're gonna bump into each other and have. co collaborative aha moments where actually the studies have shown that actually that doesn't happen a whole lot. It may have those bumps, those kinds of. Bumping into someone and having conversation moments in the office may have to do more with that relational aspect of just getting to know each other and building trust, getting to know the person outside of their work role. But I'm curious when, as organizations are having to navigate this. Do we continue working remotely? Do we do a hybrid? Do we in person curious how that individual versus collective conversation plays in these types?
Betina: I'm not sure if I understood your question.
Carol: So you were talking about the individual and the collective, and I feel like we're in this moment where A lot of things that were taken for granted when we all were in the office together are having to be pulled apart with virtual and remote work. And I'm just curious about how you see this framework and working between those, those modalities play out when, when teams are navigating working remotely.
Betina: I can give you an example with a corporation that we implemented, this methodology better business bureau has 17 employees and we train all of them. And the benefits of understanding their own strengths was that when they came back to the office from working remotely, they were able to understand what preference each person has. So the achiever, they really want to have goals and settings and it's okay for them to go back to the office as soon as they can. If they can achieve their goals for society, it's super important to come back because they need this relationship for the blue ones who are the rational ones. They don't need this touch. They really need to see black and white plans in advance. They prefer to stay at home. But have been aware of what their strengths are, if they are blue, but at the same time, they have a little bit of green going to the office. They can meet and smack the activities that they're doing, but respecting each other and understanding their differences is what will make a huge difference in the organization. So they were able to better communicate and set expectations about coming back from remote work, by knowing each other better. I can also give you an example. If you understand the native talents of someone new that you just hired, you can create a new integration process for this. Imagine you're giving a task to several animals. For example, to be fair on the selection. I want everybody to climb this tree and you're saying this to a monkey, to a ping wing, to an elephant, to a fish and to a dog, not everybody will be able to climb a tree, but the monkey will say, okay, I will get it. And that's the same thing. When you are in a work environment. I don't want to compare anyone to animals. I just think that everybody has different lands, how they see the world. If the leader understands what are the lenses that this person is using to see the world, they will be able to better communicate, to better prepare an integration process, to better prepare a meeting, to delegate and also to follow up and give feedback.
Carol: Excellent. Excellent. Yeah. I think that, using any tool that helps teams have a better understanding about how people are approaching things, their thinking process and how they're processing information. You know how they approach things differently and having them have a conversation about that is always gonna help the team work more effectively together in the future.
So at the end of every episode, I like to play a game where I ask one random icebreaker question. So the one I've got here is very unrelated to what we've been talking about, but what show on Netflix or streaming service of your choice, did you binge watch embarrassingly fast? Anything recently?
Betina: I think I will go back to nonprofits. I'm sorry. I'm a patient about nonprofits. I saw a documentary about nonprofits, international nonprofits. And when I was watching, I said, oh, this will help me so much. I will be very in love with nonprofits. Look, they even have a program on Netflix, but after I watched them, they were showing the bedside of the nonprofits. Oh no, I was so sad. Showing how we are exploring the third word and everything, but I think it was super important for me to have a different perspective. A different approach, a blind spot that I wasn't able to see how the third world is receiving the support from international nonprofits. And this made me be more aware that it's important to see positive things and negatives all the time. Not just thinking that everything is beautiful, but listening to both sides to make my own conclusions. So I'm still very passionate about the nonprofits. I truly support international nonprofits. I think they're doing amazing work. If they weren't here, we wouldn't be able to change the world. Nonprofits are doing everything that nobody else wants to do. So I admired it and I was happy to find this on Netflix.
Carol: Yeah. So I think with, with anything that people create, there's always an upside and a downside, every person, every type there's always the positive part. And then when you do too much of it you can get in your own way. So, yeah, absolutely. So what are you excited about? What's coming up for you? What's emerging in the work that you're doing?
Betina: I work as a coach and one of my best clients is my husband. And recently he wasn't happy at his work. And I was thinking that I have so many tools to help someone find a new job. Why don't I use it with my own husband? I said, okay, I'll give it a try. Sorry that I'm clapping here. Maybe it's still loud for you guys. But I was super excited to apply everything that I knew to help a person find a new job. He did several interviews and he finally found a job inside the same company he is in right now. And we are moving to Australia at the end of the year. Oh wow. I plan to keep working with nonprofits. I plan to keep having my show of wisdom for nonprofits that I have a podcast and doing the same. Just in another country. I came from Brazil, stayed six years in the United States and my next journey will be in Australia.
Carol: That is so exciting. That is so exciting. Well, good good wishes to you as you make that transition. That's a, that's always a big one and changing countries and learning a new culture, always a big transition, but I'm sure it will. I'm sure you'll manage it incredibly well. And I'll be looking forward to hearing about your exciting adventures in Australia.
Betina: Yeah, I hope so. And maybe we can share some knowledge from the nonprofits over there in your show later on. Everything that I learned that I think could be beneficial to nonprofits, I would try to share.
Carol: Excellent. Excellent. All right. Well, thank you so much.
I appreciated Betina’s perspective on polarities. Polarities are everywhere – breathing in and breathing out, rest and activity. In groups and organizations one where there is often a lot of push and pull – relationship vs task. Many conflicts come from trying to argue for or against one side of a polarity. As I phrased it there relationship vs task. Big picture vs details. But the truth is we always need both sides of polarities. And there is an upside and downside of each. For the relationship and task example. If you focus only on task which is often the pressure in our culture – the upside is you are efficient, you get a lot done and are productive. But you might burn out yourself in the process. You might alienate team members and bruise some feelings. If you only focus on relationships in a workplace – the upside is you know each other well, you – hopefully – enjoy each other's company. But the downside is you are not actually moving your mission forward, you may be very conflict averse and avoid tough conversations. But in reality you do not have to choose one or the other. You can attend to relationships and get work done. And as organizations grapple with whether or not to return to the office – hybrid or 100% remote. This will be impacted by what type of work your organization focuses on. And practically some organizations are still locked into office leases that impact their decision making.
Yet I invite leaders to decouple the idea that the office equals organizational culture. Every human group creates a culture – So remote only teams and organizations have a culture too. Culture is not created by the building – it is created by people in the building or the Zoom room. Whether you create that intentionally and are mindful of it or not is a different question. And even 100% remote teams get together periodically. Many remote first organizations have periodic retreats where they bring everyone together for team building, planning and other activities. So again you are not stuck in an either or. If you do decide to let go of your office, take some of the money you are saving on rent and be sure and compensate employees for those extra expenses they are incurring by working at home. And provide stipends for going to a co-working space if they do not have a good space at home conducive to work.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Betina, her full bio, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes.
I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. Please take a minute to rate and review Mission Impact on Apple podcasts or wherever you listen to podcasts. It helps other people find the podcast. We appreciate it! And until next time, thank you for everything you do to contribute and make an impact.
In episode 52 of Mission: Impact, Carol and her guest, David Pisarek discuss:
David is an award-winning web and digital solutions architect, designer and project manager with extensive industry experience focusing on education, not-for-profit, politics, healthcare, and government. An expert in his field, David worked full-time at Durham College for 11 years (seven of those while working at UOIT too). It was in that role where David performed the redesigns and programming and ran training sessions for over 100 staff. As a result of those years, David understands the internal processes and functioning of post-secondary institutions. He also worked as a professor and guest lecturer at Seneca College and Durham College where he taught web design, graphic design, computer science, and web development. And he developed the Web Design curriculum at a private, corporate training facility.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is David Pisarek. David and I talk about nonprofit websites. We explore the common mistakes nonprofits make with their websites, why video is something your organization should consider for storytelling, how to start cultivating a relationship with the people learning about you through your website, and a quick and easy way to create a content calendar.Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I’m Carol Hamilton, your podcast host and nonprofit strategic planning consultant. On this podcast we explore how to make your organization more effective and innovative. We dig into how to build organizational cultures where your work in the world is aligned with how you work together as staff, board members and volunteers. All of this is for the purpose of creating greater mission impact.
Welcome David, welcome to the podcast.
David Pisarek: How are you doing today? Thank you.
Carol: I am doing well. I'd like to start each conversation with what drew you to the work that you do? What would you say motivates you and what would you describe as your why.
David: That is an awesome question. My why is really baked into my upbringing. I was involved in youth groups as a child and adolescent and teen years, and there was always a component of helping and giving back and volunteering and being part of the community. I started working in nonprofits in 2000, managing the web and all that type of stuff for them. And it just evolved from there. It's just something I love doing. I love figuring things out and thinking strategically about what it is and how to problem solve and, and work around things and find solutions. And part of what I also love doing is educating and teaching people about things. So in terms of my agency, when we're working with our clients, we train them on the system. We teach them about SEO. We teach them about best practices. Like you don't want to put a giant wall of copy up on your site. You need to break it up and have some headlines and bullet points and things like that. But we're about educating in that. And so like I've got a blog and a podcast as well to help empower the people that we work with and other people that are in the nonprofit.
Carol: Awesome. Awesome. . just that's, that's what you do. You help people help nonprofits really create better websites. And, and probably more than that you've mentioned a couple of things, but, but what would you say are some of the biggest mistakes that you see organizations making when it comes to their website, which really today is a foundational piece of how you present yourself to the world?
David: One of the biggest things that we find with our prospects that come to us, and we've also conducted an audit of over 400 nonprofit and charity websites. we've got like this broad base of data to pull from, to answer this question. One of the biggest things that we find is that websites look old. There's a client we worked with a couple of years ago. Their site was actually redone in 2016, but it looked like it was from the mid two thousands. And I'm sure you've come across a site. The listeners have come across sites where it's like, Hmm, the site doesn't really quite look like maybe anything has been done. Like, is that organization still in business? Are they still doing things or is this just like up there? And it's just like a ghost town.
Carol: . paying attention to updating information, but also updating the look and feel of a website to make sure that , it doesn't look like a, I dunno, a Victorian mansion or something.
David: You could have a wonderfully, beautifully designed Victorian mansion. Right. But if your website isn't working properly, it's an issue for your organization because Google and their algorithm is giving preferences to sites that are. Working really well and designed for mobile devices. So the easiest way to check if you're not sure is to open up your website in your browser window and then make your browser window really narrow. And if you have to scroll sideways to see any of the content, your site's not mobile optimized or likely isn't mobile optimized, I should say. That would be a good start.
Carol: . Excellent. what are some other couple simple things that organizations can do to really improve their websites?
David: You need to create an emotional connection with the people you're trying to reach out to. that can be done through the wording that you have. But it can also be done through the images that you've got or videos that you have there. And you need to create this impactful story about your organization in terms of what you do, why you do it, who you help, how the donor's funds are being used, the type of volunteers that you need and need to really weave that through all of the messaging that you have. Not just like we need. You need to donate today, right? Why, why do we need to donate? What's the money happening sorry, what's happening with the money and how is it being spent? What's it going towards and making people really care and be empathetic towards your cause? And that's going to really help organizations have ambassadors for your brand.
Carol: And how do you help organizations identify what their story is and, and how they can tell their story in a way that connects with the people that they're trying to reach.
David: That's one question with regards to connecting. If you're going to be looking at imagery, things like that, it's hardwired in our DNA. It's scientifically backed and proven. You want pictures of people looking at the camera. And because. Fight or flight responses from like back in caveman days. Right. So do you need to be here and fight and we're wired to look people in the eyes and being able to do that will help you evoke that response from a visual perspective when you're thinking about the story and the meaning and everything behind it. There's a couple of things that you can do the first thing or one of the first. Would be to connect with the senior leadership, the executive team, the board of directors at your organization and ask them, why do they care? What does this organization mean to them? Most likely people care about an organization because they are helping. In some way, shape or form with something that has impacted their lives, their family, or their friends, there's some direct connection, like first or second level to whatever it is. So if it's, if your organization is about, I don't know, ALS for example, Somebody in their family or, or friend or circle has been affected by that in some way, shape or form. And so they want to help and they want to get involved and be able to do that. So really understanding why people care. And then having that in and talking about, here are the things that we're doing to help this. He, there's a media campaign or there's this awareness week and really pumping up your messaging around those.
Carol: . And that's why I love asking that question at the beginning of my interviews. Right. Why what motivates folks to do the work and, and why, why are they connecting into it? And it usually the story does begin in, in people's growing up and how they were connected either impacted by an issue or connected in service early on lots of different things, but one other thing that you said that really struck me was around thinking about imagery and I've, I've heard so much about, our lizard brain and the amygdala and our fight flight. I'll put them there's fun. And there are four of them. Now I think freeze and Fon have that immediate response. And that, that part of our brain is always checking for. Can I trust you? Are you going to hurt me? I've never thought about it in terms of imagery, in a magazine, on a, on a website, any of that. all we thought about it in terms of either this on, on a. In person, not in person, but it, mediated through some screen event or just more of that interactive. it's so interesting that you bring that in also in the imagery that folks are using. thinking about it from that point of view, what's inviting, what's, what's engaging. What other mistakes do you see organizations making?
David: there's two other ones that I'd like to mention. One is making it really easy for people to connect with you. In our audit that we conducted, we found there were a lot of sites. They didn't even have a phone number on there. Like some really basic things have an email. Your, your mailing address, your physical address, a contact form on your site, a phone number some way that you can reach out to that organization in a way that people can connect with you. The other, sorry. Hold on one sec. I wanna, this is popping up. Okay. The other thing that organizations typically fall short with are having calls to actions on their website. The best way to get somebody to do something is to have a call to action. And typically a call to action is a button that you would have on your site with some wording in it, right? Like “donate now,” for example, right. Or a volunteer with us or subscribe, right. Things like that. And making it really. Comprehensive and short and understandable way for people to take whatever that next action is that you want them to take.
Carol: And what are, what would you prioritize between those different calls to action? In terms of thinking about someone, hearing about you, looking you up, looking up your website and in terms of what that next step might be. The reason I asked you the question was the first one you asked, you mentioned, was “donate now.” And I guess one thing that I'm curious about is. I guess an assumption that I have is it takes a little while for something, to get someone to the point where they want to donate and give money to your organization. That's not always true. it may be that a disaster just happened. They looked for a list of who can I donate to by someone that they trust. They look at that list, your organization's on the list and they're going to, they don't need to know anything more. They're going to donate money to you. But in most cases I would think that you have to nurture that relationship a little bit more before they're ready to jump to that action. what, what are some of those steps that you want to invite people into in terms of what that call to action might be?
David: You're absolutely right. They are getting people to make a donation. Isn't the, isn't typically the first thing that people are going to do when they come to your site, they want to get familiar with your organization. I always talk about in terms of, of three things, there's the know like, and trust factors, right? They need to know you, they need to like you, they need to trust you and then they'll be willing to take action of some kind. you need to really have your messaging put together. Easiest thing to get people to do is to subscribe. if you don't have an email list set one up there's MailChimp, there's constant contact as a campaign monitor. There's a ton of systems out there that you can use. A lot of them have a free tier. I typically recommend MailChimp. It allows up to, I think 2000 email addresses and they're free and they also have nonprofit pricing as well. if you do need to bump up into a, into a paid tier, they do, they do offer a discount there. But , you can embed a form in your website and get people to subscribe. And that's where some of that nurturing can happen. you need to set up the messaging you need to set up. Maybe if you're a little bit more of an established organization, a nurture sequence, maybe two or three emails, just explaining, Hey, thanks for subscribing. We send out emails, every month, this is the type of stuff that you're going to get from us. The second email would be, Hey, here's, what we've done recently, or the impact we've had over the last year? Hoping you might be interested in finding out more from us, the 30 emails could be, here's our most popular articles that we've published or videos that we've put together looking forward to getting you our monthly newsletter, for example, right. And then they get on the regular monthly email that you'll get, or pardon me that you'll publish out there. But in terms of call to actions, Unless they're like, somebody may have passed away and they want to donate to your organization because that's what that family or that individual really cared about or were passionate about. Typically that donation isn't, isn't the piece that they're going to go to right away. So there are some other things that you could do. I have a podcast also called the nonprofit digital success podcast episode 39. So while digital.com/ 0 3 9, that'll take you right there. That episode is all about CTS. So head on over there, you'll get, you'll get a bit more detail there, but in terms of call to actions, it could be contact us. It could be sharing this page or sharing this article. You could have some buttons for social channels, like Facebook, Twitter, that type of thing. But some other CTS that you can think about doing, let's say your organization was around funding cancer research, let's say, and you're trying to raise funds for that. It could be like “end cancer today” or, “end brain cancer today.” Or instead of “subscribe,” it could be, “keep me informed.” Right? There's different languages that you can have. But something you shouldn't be scared of is having to call. On a page in your website. So, maybe when people load up your homepage, you'll probably find only about 40 to 50% of your web traffic actually lands on your homepage. Google wants to send people deep into your site, into the content that they're already looking for. But on the top of the homepage, you can usually have the typical designers you've got like a big image or something like that, and like a headline and a button. So that button up there, that could be. I have two buttons. So you could have one for more info. So if you have a big campaign or something like that happening at your organization, or maybe there's a gala and you're trying to do some fundraising for that, it could be like I don't know, RSVP could be one of the, those buttons and the other button could be subscribed and you can have that right up there and drive them to a subscription page.
Carol: Awesome. Awesome. And just you, you did say call to action and then you said CTA multiple times, but , just for clarity, CTA is market speak for call to action. So, awesome. . Another acronym that you may not be familiar with is SEO. Can you explain a little bit about what that is and what are some, what if, how do people need to think about that or why it's important.
David: SEO is again an acronym it's search engine optimization and really what it comes down to is how do the search engines index and list your website in their database. So when somebody goes and does a search, it's looking through their database, it doesn't actually search your website live. Actually, they have a cache of all the content on the internet. So if you think of Google, they've gotten like terabytes petabytes of. Astronomical amounts of data that we can't even comprehend on all the different websites and domains that are out there in the world. So when somebody goes into Google and they search for something, it's looking for relevance as well as geographic proximity. So I'll take a look when I'm in Toronto. And so if I went and looked for, I don't know, my heart and stroke association, let's say it'll, it'll find me results based because I'm in Canada and Toronto that are as close to me as possible. Whereas if I was in Australia or Germany or somewhere else, it would show different results. Based on. So SEO is about being found by search engines and being able to be indexed. So if your organization is, let's just talk about, I don't know, cancer research, because we were just talking about that four months ago. If you're focused on that, you want to make sure that you're using the terminology that other people, the general population might be searching for, because then you're going to end up ranking higher in the search result. People typically don't really go past page two of Google search results. We'll end up going back to the search and typing again. So if you think about the last time you went to Google and you searched for something, that's probably exactly what you did. If you're looking for a new hat or something, right? Like you'll go you'll search and whatever. I don't know. Totally unrelated to nonprofits there, but right.
Carol: But you might need a hat for your next Gala. who knows.
David: It's important to have the terminology that people are looking for. And one of the best ways to do that is to make sure that you have some analytics tool in your website. you can gather data about how people are coming to your site. What are the popular pages on your site? And then you can create additional content. Around that so that you can start to become more well-known to search engines around certain topic areas. And one of the best tools that I can recommend is Google analytics. It's free and you can install it on your site. If you need help with that, reach out to me, connect with me. We'll do it for you for free, no strings attached. We'll get you going. Analytics is one of the best ways to be able to improve your web presence. And it's really important. To have regular check-ins on that.
Carol: . Because certainly through mine, I have some analytics through just the service that I use. I use one of them. like Squarespace and others, that make it easy to make it look good. But they're not as robust around analytics, et cetera. And I got Google analytics set up at one point, but I think it's all falling apart, so probably could do with some help in that direction.
David: Happy to help. One little caveat is Google analytics is sunsetting their universal analytics. So if you are going to sign up for new analytics or if you have it on your site, you need to migrate to GA for so Google analytics for,
Carol: Okay, good to know. Good to know. what are some steps that organizations can take to improve their SEO? And I, a lot of organizations, these are the kinds of things that may feel Beyond their sophistication or capacity, but I'm wondering if there's some easy things. You talked about making sure that you're using keywords that aren't just the expert jargon. But really how an average person would look for, for whatever it is that you do. that being an important element, are there other key things that organizations need to think about in terms of SEO?
David: Absolutely. So like I said, right at the beginning, I love educating and getting information out there. I have a webinar, a free webinar that I run, where I talk about how you can leverage your website to get better impact, more donations and more website traffic. And I talk in that webinar about SEO and the importance of things. And one of the best things that you can do is to add content to your web. Over time on a frequent regular basis. So maybe once a week, once every two weeks, once a month, whatever the cadence is that works for you. Write a piece of content about whatever that keyword or the idea that you want people to find you under. Frank. Right content and it doesn't have to be long. There's people out there that are going to be like, no, you need to write at least 2000 words. We've had a lot of success with some of the clients we've done this for where it was just five or 600 words on a weekly basis. And over a period of five months, we were able to increase their organic search traffic by 510 times. So. short content things that are easily digestible, things that are topical, maybe there's something happening in the news around COVID or something like that. And you're related to Curing, whatever disease based on MRNs, for example, right? Maybe there's, there's a tie there, connection there, and you can talk about that in some content and you can try to leverage media in that way because people are already searching for that. In Google analytics, you can actually get some details in terms of what pages are the most popular on your website. Take a look at those pages and. Over time, make some updates to those pages. And Google is going to start to rank that page a little bit higher as well. And just jumping back to CTS, when you're looking at that list of the most popular pages of your website, make sure that the top 10 pages of your site, you've got a clear call to action on that page to drive people, to do something, whatever that happens to be because you're already getting traffic there. Right. Let's leverage that traffic to try to get them to do something else, like subscribe or make a donation of some kind. And you don't affect change that way.
Carol: that makes a lot of sense. I've been in organizations where they haven't had a, a communications person or a marketing person, and they've really struggled with being able to keep that consistent, creating a little bit of content and getting it, getting things updated because there's just this mindset of it. It has to be really important or really meaningful or just perfect. And I think really for me, the way that I've just tried to stay consistent and keep things rolling is, just, it's gotta be good enough. It doesn't have to be perfect. And it doesn't always have to be super profound. I keep being, perhaps I'm boring people, I don't know, but I try to psych myself into just continuing versus getting into that mind space that can be paralyzing. And I've seen parallel organizations in, in, in really. Keeping people appraised about what's going on because they had so many criteria that they felt like their communications had to meet.
David: . And it's really tough. So one of the things I always tell people when I'm meeting with them is you need to take some action for better, or for. Take something, create a bit of content, see how it works. If it doesn't work, modify it a little bit for next time. If it does work, keep following that same path until you meet some resistance or, or something like that. What we find with a lot of our clients is that they're reactive instead of proactive. There's. One of the issues between non-profits, and charities is the size of the team. The time that the team has to get the job done. And then, you might, you might embark on a project with the world's best intentions. But then there's fires that come up and there's wrenches that get thrown in. And then there's red tape and meetings and meetings and meetings. And ultimately at some point you need to say, what, I need to actually just do something and make it happen. And, taking that first step, taking that initiative is really, what's going to help you because you can have committee meetings and you can meet with stakeholders across the organization, all you want, but nothing's actually going to happen until you sit down and spend time in.
Carol: I think people see technology tools, whether it's websites or any other thing. And, and, and they see all the bells and whistles and they want to do the, all the things I was talking with, an organization, a small organization. They only have two staff right now. They will be growing, but there are only two right now. And they're thinking about their metrics and data tracking. And they have a database that, It's infinitely expandable in terms of the things that they could track, could pay attention to. And, I kept trying to bring them back to what are the one or two things that are going to be super important to be able to tell donors, tell funders, tell your story. You don't want your staff caught up in spending all of their time, entering information into a database. What are, what are going to be the things that really give you leverage? So key, back to that keep it simple. what else is important for organizations to keep in mind as they approach their digital marketing strategy?
David: I'm just going to close the door. Hold on, I have no idea why, but my wife just came home. She was at her office today. So okay. So let me ask the question again. Nope, I got it. We're good. Okay. . One of the things that I think is important to do is really be strategic about how you're spending your time. Right. And. On the wall behind me. You can't see it because this is an audio podcast, but I have a board. And on that board is our content calendar for the year. And we do this with our clients. You can do it yourself. Sit down with your team with key stakeholders from your organization, spend an hour together an hour and a half. Give everybody a stack of post-it notes and just say around this idea. So we are focused on cancer, curing cancer, right? In the next minute, how many post-it notes? Can you write down topic ideas for articles, right? And just sit and just pound out as many as you can. And then. Do that three, four times and have another topic idea. Do that three, four times another topic on day three, four times. And you're going to find within probably about 20 minutes, you're going to have 40, 50, 60 different topics. Some of them are going to overlap, right? So you take those, you throw them out who cares, right. But you've, you've spent a really short amount of time and you figured out, all right, here's all the different types of things that we can write about, or we can create videos about, or we can be featured on podcasts and talk about the great work that we do. And it really simplifies that process. So taking those post-it notes and then taking all of those. Magical DS and weeks and months that happened. So for example, like Alzheimer's awareness month, right? If, if there's content, some of those topics that tie into that, you want to put those on, on those months, on those special days that come up through the year, those awareness type of days, and then you can plot out your content for the whole year. So within a short amount of time, we're talking like an hour, hour and a half. You can have your content calendar planned the entire year. And . Things are going to come up through the year. So you take the post-its and you move them. If you want to use tech tools, you can use any Kanban board, like an air table or mural or whatever, there's tons of things out there for that. But , it's a super great process. It was really streamlined. And it makes it easy. And you don't have to think week after week or month after month about what it is. What are we going to write about this time? No, you have it already done. You grab it. Put that together and be done or you bring in people to help support your team. And that's like where we, where we come in, we as an agency, think of our thoughts. Think of ourselves as an extension of your marketing communication, it teams. And it's, it's, there's lots of agencies out there. There's lots of freelancers out there, whether it's copywriting design, web development strategy. Branding, whatever it happens to be that you can bring in to help.
Carol: When I was blogging on a regular basis I just kept a running list of ideas, and sometimes I'd write a bunch down and think about them. And then sometimes they would just pop up. Swimming or walking around the block and I'd add it. And then when it came to the time when I was supposed to be writing I would look at the list and sometimes I wanted to write the thing that was next on the list. And sometimes I didn't, so I just skipped and found another topic, but I did really find that not starting with that blank page was really, really helpful. I love that process that you described of just bringing a group of people and it is amazing how quickly you can generate. More than you could possibly even cover. you feel like you start with, oh my God, what are we going to talk about then having a list of 50 things and you're, you're good to go. And then, then doing that planning. That's awesome.
at the end of each episode, I like to play a game where I ask each guest one random icebreaker question. What is one activity that you enjoy so much that it really makes you lose track of time?
David: Do you love doing so
Carol: much when you get into that state of flow?
David: Low. . The state of flow is super awesome. Right? Once you can focus and you're just sitting there working with it, and then all of a sudden it's two hours later. You're like, where did that time just go for me? With regards to the business side of things, that state of flow happens when I'm sitting down and really working on strategy and in. Problem solving, like trying to figure out all right, here's the, here's the issue. Here's what we need to do. What is it that can be done to work around that, but then going from that to actually doing it and jumping in and going, okay, we want to build out this new thing. So for us, here's a great example. We want to have better communication with our clients. We want to impact more and give them more education and more awareness about the work as we're working through the project. So we created what we call the hub for our. And so every client has a page. They can go in, they can see a Gantt chart of the projects, live project status and whatever. And when I had this idea, I was like, all right, let's just make this happen. And then like three hours later, I had the first template put together. And it was like, where did, where did all that time? Just go.
Carol: what are you excited about? What's coming up next for you and your work?
David: It's interesting. We've got a few really great projects on the go right now. We're excited to move forward with them. We had a couple of meetings this morning already with them and we heard that the senior executive leadership loves the work that we've done. So that's super awesome and exciting in terms of our agency and where things are going, we're like dabbling. And taking a look at a metaverse in terms of like, what does this actually really mean? How can nonprofits and charities leverage this? We're also taking a look at crypto. So cryptocurrency and NFTs are non-fungible tokens. You've probably heard about this in the news a bit with artwork and there's like 14 year olds that have made over $10 million selling their like whale artwork, essentially. And what are some ways that nonprofits might be able to leverage that newer technology and get ahead of the curve on it, typically what we see as you've got like big business and then you have the education sector. And then lagging behind education is like the nonprofit world. Let's leapfrog that a bit and help them be current as things are happening in the news.
Carol: That's awesome. I appreciate all the education that you do for folks and I'm helping them. . Not, not always being one step behind, so that's awesome. Appreciate it. Well, thank you so much. It was great talking with you today.
David: Thank you so much, Carol.
Carol: I appreciated what David said about some of the very basic things that can easily be fixed on websites that they audit. The first being look and feel – does your website still look like someone should be looking at it via AOL in the 90s? The DIY website hosting and creation services such as Squarespace, Wix and Weebly – all have built in templates that make it easy for you to have an up to date looking website and have it be mobile friendly – all without having to know how to do any of those things. And the very basic – is there information on your website about how people can get in touch with you. And then beyond the basics, I appreciated David’s points about building a relationship with people – so this will likely be beyond the website. Are you asking them to sign up for your newsletter? Do you have it set up that when they sign up they get a series of automatic emails over a period of time to educate them about your work? And then how might you start using video to tell your story. Everyone can do a video now on their smartphone. What if you were to spend 15 minutes at your next board meeting having each board member each record a 1-2 minute video about why they are involved and what excites them about the work you do. It doesn’t need to be perfect and doesn’t need to be super fancy. And if you do want to go the extra mile there are plenty of folks who can help you produce more professional looking videos for your site. Or at your next board or staff meeting take his other tip and spend 15 minutes brainstorming all the topics you could cover to create a content calendar quickly.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with David, his full bio, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. If you enjoyed this episode, please share it on your favorite social media platform and tag us. We appreciate you helping us get the word out. And until next time, thank you for everything you do to contribute and make an impact.
In episode 49 of Mission: Impact, Carol and her guest, Lewis Flax discuss:
Lewis Flax specializes in assisting nonprofits and associations generate additional revenue. His hands-on approach has helped numerous organizations implement strategies and tactics to increase sponsorship, partnership, and other funding streams. His firm, Flax Associates, established in 2008, serves as a partner in driving revenue and results.
Lewis understands the challenges nonprofits face, both from an outside consultant's point of view and from the internal perspective of a nonprofit executive. Previously, Lewis served as a Vice President for IEG (a sponsorship consulting firm) and served on the leadership team at Financial Executives International (FEI).
He is a certified instructor for Dale Carnegie Training (Winning with Relationship Selling) and an AFP (Association of Fundraising Professionals) Master Trainer.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Lewis Flax. Lewis and I talk about sponsorships. We explore why companies are interested in sponsorships, some of the misconceptions, and why to create real value you will need to get beyond your traditional bronze, silver, and gold-level sponsorships.
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Welcome Lewis. Welcome to the podcast.
Lewis Flax: Thanks, Carol pleasure to be here and looking forward to discussing sponsorship and the tie in with associations and nonprofits.
Carol: Absolutely. So I like to start at the beginning, I guess the sound of music inspires that, but start at the very beginning, but, but what w what drew you to the work that you do? What, what motivates you and what would you say is your why?
Lewis: When. First started working within the nonprofit world, realized when it came to sponsorship and how to go about it. When it came to how to structure and set up a sponsorship, when it came to how they go ahead and sell it, there was a lack of knowledge. There, there was a lack of awareness and the idea of how they work. Corporations and funders where they needed assistance and guidance. I felt a need or an urge to help, to give back through assistance and support. So I went to work for a larger consulting firm and then started my own firm in 2008.
Carol: All right. So you've been around the block a few times. So as you said, you work with nonprofits and associations on sponsorships. Just so folks have some context. Can you define sponsorship first?
Lewis: So sponsorship is where a company or an organization is paying a fee. Back to a property, the association or nonprofit where they're gaining specific benefits or specific rights which they value.
Carol: And what would you say motivates organizations to enter into those sponsorships? And I'm saying from the corporation side, what, what, what do they see as you a give get of what they're getting from that relationship?
Lewis: Sure. So they're aligning with an organization that can add value. So on the association side, often it's visibility awareness connection to thought leadership on the traditional non-profit side. It's aligning with a good cause, it's connecting with an organization which aligns with their values.
Carol: And what would you say are some of the key misconceptions that people have about sponsorships? You said that when you started there was a lack of knowledge. What are the things that you have to help people understand about those misconceptions?
Lewis: Sure. When it comes to sponsorship, often organizations on the nonprofit side look at, okay, well, put together a perspective. Especially now, given the pandemic things that have occurred, sending out a prospectus is not nearly enough, here's a standard offering of gold, silver, bronze, and this is what you get. That's not the way to generate higher revenue. That's not the way to customize your target in a way that's meaningful to a potential.
Carol: So what, what would you have organizations do instead?
Lewis: Well, there are a number of steps to take in working with different organizations. I walked them through a process that I term step up in terms of how to go about what it is that you can offer, whether a sponsor is interested in it, and then how you could structure your program to connect with the potential sponsors and align with your culture and your organization.
Carol: Can you give me an example of when you've seen that work well in terms of building that, building that relationship.
Lewis: Yeah. There are, there are many instances. So for example, with different associations it's well, what is it that they're offering? That's a value. So in working with one group, they have an awards program, safety awards. And for a sponsor, that's in a space where they're tied into safety. So say an insurance company or other types of companies. Well, if they can get involved with the safety program and they're providing insurance to the members of that association, all of a sudden it changes. Because if an insurance company is working with those who submit, apply or are involved in a safety awards program, well, they want to insure them. And if they can provide guidance as to how to handle safety procedures at a, in a manufacturing plant, or how to handle safety procedures in a different environment, that's who they want. So if they can get involved either on the selection committee or get involved in terms of articles on safety or debt involved in terms of working with an awards program that offers far more value than having your name and your logo on the website and on signage and pasted anywhere and everywhere. So when it aligns with what the company is seeking. And the specific association or nonprofit it's far greater. So I tossed out an awards program because I've seen that work a number of times.
Carol: What are some other misconceptions that you see folks have about sponsorships,
Lewis: Offering? They view it as a connection with a board member and the board member knows someone. And as a result, oh, we'll set up this. Offering and they think that that's the key value where the board member leaves and often boom, the sponsorship disappears.
Carol: So what would you say are some of the challenges that organizations are facing in terms of sponsorships and building those partnerships?
Lewis: New issue often that they face is the idea of corporate involvement and how we go about it moving beyond. Well, we can offer a webinar or we can offer a slot at a conference, or we can offer a table at a gala because those are just tools. They'll just tools in a toolbox, but what is it that the sponsor wants? How do they want to get involved? What's meaningful to them. And often on the association, nonprofit side, they only see it as well. What can we offer without thinking about it from the lens or from the perspective of the sponsor?
Carol: So what are the types of things that sponsors are often looking for?
Lewis: Normally it's going to, so with associations, are they interested in a specific regulatory area? Are they interested in reaching a set or tying in with a consumer promotion campaign? Or are they interested in an advocacy effort? What issues or challenges that the member base, the distribution list? What are the issues and concerns that they face and how can we respond or are addressed?
Carol: So again, can you give me an example of, of what your of those kinds of situations like th those, those values that they see
Lewis: Let's look at, let's say it's in the accounting space where the association is to provide information. Well, the accounting firms are going to have information on that regulatory issue. And if they can provide that information, be it in the form of an article, maybe a webinar, a conference presentation, a survey, and all of those could be tied together. That's where it's offering far greater value to the sponsor. And it's going to offer value to the association, assuming that they have authority and they best review what's presented and who's going to be presenting.
Carol: And from this, what mistakes do you see sponsors making when they, when they try to, make the most of their sponsorship in that partnership?
Lewis: Often they're looking at it as a short-term game. What we need to have X number of leads. Well, that's generally not how sponsorship works. It's often, well, if you're going to be involved, You're going to get out of it. What you put in for the sponsors needs to. So for example, if it's a regulatory issue where it's an advocacy campaign or it's a specific issue, well, do they develop content? They have resources. Do they have information? That's a value, not just a product demo. They have information. That's a value too.
Carol: So it's getting out of just a pure sales mode then, and thinking about what are the, yeah, what's the information, what's the thought leadership that they can, they can share and provide. And how about on, on the more traditional non-profits sometimes I feel like it's, it's easier to see the connections from an association point of view. But your more traditional nonprofits are also interested in engaging corporate partners. D do you see differences there between the two and, and approach?
Lewis: Yes. In the sense that. From the standpoint of how they go about. Often it's somewhat the same. Yeah. Associations are often looking at it. Both perspectives. Associations are often looking at it saying, well, they should want this. And it's visibility, logos everywhere. The traditional non-profits are often looking at it through the lens of board member connections and how to leverage those, if it's more well, them. So they should sponsor as opposed to what the value is from the company's.
Carol: And what are some steps that organizations can take to get started in this? If they haven't, haven't had a sponsorship program before, what are some of the basics?
Lewis: Sure. So I walk organizations through what, like turn on step up S and the S stands for, well, what's their current situation and looking at who they have as sponsors and who's within their sponsor. Now. And then also addressing the key challenge. What is preventing them? What is stopping them from establishing that sponsorship program? And that could be maybe there's a board resent. It could be that we don't know corporate decision makers. It could be. So one of those challenges, often organizations will, or nonprofits or associations will begin to set up their sponsorship program and, oh, we'll come back to those challenges later. We'll address that down the line and it's when they do. Those challenges are going to pop up again, those obstacles are going to come back and if they don't address that upfront or think through how they're going to address it, there's going to be an issue. There's going to be a problem. So the first step is to evaluate your current situation and figure out how you're going to move.
Carol: I feel like every, every consulting process starts with that first step of figuring out what that current situation is. And when I'm working with groups on strategic planning, that whole process of helping them also have a shared understanding of what that current state is, I think, is also a helpful step that consultants can bring to organizations that they may be. I know for me, when I'm working. Clients there's often a perception or almost a fear that there's such a breadth of ideas and perspectives. And then once you have a chance to talk to folks and get into it it turns out that there's actually a lot more common understanding and shared perspective than people realize.
Lewis: Yes, absolutely.
Carol: So what trends are you seeing in the whole arena of sponsorships?
Lewis: Yeah, the trends are, there's a lot of uncertainty. There's a lot of unknowns. So on both the association and nonprofit side, they're unsure how to move forward. And so what ends up happening is they don't do anything or they don't make changes. So the idea of making changes. And making shifts as to how they're going to approach things. The associations and nonprofits that are going to thrive are the ones that are willing to take those chances. I say, take those chances. They're willing to experiment. They're willing to test and Rocky dies that not everything will go right. And when I say God, everything will go, right? Whether it's an event, whether it's a webinar, whether it's a sponsorship offering, they're going to try something new and organizations recognize that they need to do that. A lot of them won't. So the key is to take a step, make an effort and, and on the sponsor side, there's a lot more awareness of when organizations do that, they respect them. They acknowledge that these are different times.
Carol: Yeah. And I would imagine that, at least in my limited experience, Of just observing what goes on in sponsorship programs from the sides, certainly in working in different organizations. I think what I've seen is a traditional model that's very very event focused often around an annual conference or some annual convening. And, since the pandemic with so many things going virtual there's not that same. I guess it seems traditional, like slack, the logo everywhere. It's just not the same in the online environment. So what, what shifts have you seen with that? with everything that folks have been contending with in the last couple of years?
Lewis: Yeah. When it comes to events, Organizations have learned. Well, if you're just focused on events, you're going to be in trouble because in a virtual environment, whether it's zoom or teams or whatever the format is, you can appease the exhibit hall of 500 people. You can appease a gala where you had a hundred and 150 tables. So moving beyond events is a big component of how these organizations should shift. So earlier when you asked me for examples, the idea of a safety program or a safety awards program, the idea of a specific regulatory issue, when it's focused on a theme or an issue it's for a greater, because then it's not event centric and organizations can be more effective. The issue is a lot of the organizations struggle with how to piece that. If the conference department doesn't talk to the group that handles webinars, it doesn't talk to the magazine area. It doesn't speak to the research area. It's a lot tougher and they need to navigate through that because the truth is if there's good content and it was featured in a magazine or. Well, why not tie that into a webinar? And then why not include that at a conference presentation? Why not tie that into a survey? Why not allow the good content for the good content from a specific source, perhaps a sponsor and others. And you connect that across the organization. It's far better for the organization and it's easier than to establish a stronger sponsorship program. So it's more about themes and concepts. Topics or issues that are of interest to the member base or to the audience. And when that's done, it's far easier to set up a successful sponsorship.
Carol: That's a really interesting flip and I think it, beyond just sponsorship, it goes to a lot that, especially associations are doing around, serving their members being current and getting out of the mindset of, the, the delivery channels of whether it's a conference or it's research or it's, the magazine. But what are the overarching themes of the things that people need to know about the things that are upcoming, the trends the current research is helping, helping people navigate all that without being so caught up in what particular channel that it's being delivered.
Lewis: Yeah, analog organization, they get that's where I mentioned the tools they get caught up in here's a webinar, or here's put your logo on or banner on our newsletter or here's some other offering. And it's all about slapping or pasting logos everywhere. Well, that doesn't offer much value. Whereas it's an awards program, or if it's a specific campaign or advocacy effort or a themed approach, you move away from the tools. Then you move towards what the customer wants and then it could be, and should be far more successful.
Carol: And when the customer wants what you're saying there, that would be the member of the organization. Which customer are you talking about in that instance?
Lewis: Okay. So if the sponsor is interested in conveying their thought leadership related to regulatory issues, X. And they're pitched, here's an ad in the newsletter or here's an exhibit booth or here's a webinar. Well, it's not connecting with them. Those are the tools. And they're interested in this regulatory issue. Well, can they get involved in that regulatory issue?
Carol: Right, right. What are some fears that you would say either staff or board members have about, especially for, I would say on the more traditional nonprofit side of bringing in private sector groups to their, to their organization.
Lewis: Number one is if we take corporate money, how does that impact us? And I'm a big believer that any organization, association, or traditional nonprofit, should stick to their values and their culture, and do not allow a sponsor to dictate or to determine how to handle something, their control, regardless of funding. That's, that's one, the and then secondly, for a number of organizations, if they take. Funds, what does that mean? How do they work with them? And to clarify ahead of time what those requirements are, what those values. So it's easier for them to set up a program that's going to be successful as opposed to just hit or miss and see what happens.
Carol: Yeah. And I would imagine helping a group talk through what they're looking for in sponsors. So the, in the same way that you're talking about flipping the script and thinking about it from the sponsor's point of view and what value they're going to get out of it. But then from the organization's point of view, helping them think through. What is it that we want? Who, who do we want to partner with? Who do we want to give access and who do we not? And like having that conversation without individual sponsorship opportunities in the room, or in the conversation I would think would set them up to feel more confident in moving forward, to look for a potential organization. So it isn't just based on, as you said, the current board members that they happen to have, who they happen to have relationships with, et cetera.
Lewis: Yeah. I mean, when they set the parameters or the guidelines ahead of time, they're going to be far more directed and focused. And it's going to be easier for them to move forward as opposed to, well, we'll walk through the door and whether the company says they would do, and then the board or leadership is looking at that. And all of a sudden they haven't clarified their own values. They haven't clarified their own culture. They haven't set the parameters, they haven't set the guidelines. And often that leads to maybe not a problem at that point in time, but the problem down the line. Sure.
Carol: So at the end of each podcast episode, I play a little game where I pull out a Random, somewhat random icebreaker question. So the one I have, I have three of them sitting here. I always put up for you to just see what let's go to fit. I don't know if this fits or not, but we just, we've just moved into spring. And I think this will actually be being published sometime probably as we're moving more towards summer. But which season would you say fits your personality?
Lewis: Probably fall. And the reason I say fall is in my mind, it's beautiful outside because the leaves are returning the weather's a little cooler, more comfortable. I like to walk with my family. We'll hike and get outside and fall could be a rebirth and it's a change. It shifts. And I liked that. I liked that change. Yeah. The feel in the air. I like how things are changing. So fall follows my favorite season. I think it would describe who I don't think describes who I am. Yeah. I really enjoy fall. I enjoyed the change of seasons.
Carol: Yeah, yeah. Yeah. We're just, I'm enjoying the, the, all the, all the. Flowers are popping up right now and the trees are blooming. And then yes, at the other end, when all the leaves are falling and you have that shift in the weather appreciate that. One of my sisters moved out to California and one of the things she missed the most about the east coast was having seasons so well, I really appreciate it.
Lewis: I was just saying, I love the different seasons. I love how in our area, in the Washington DC area, they're distinct and different seasons. And I liked that
Carol: Yeah, absolutely. Absolutely. Well what's, what are you excited about? What's coming up for you and what's emerging in your work these days.
Lewis: It's interesting as we start to move, hopefully out of the pandemic and working with different organizations. So much for coming back to the fall, there's a bit of a rebirth, okay, now we need to move forward. And then in my role, it's looking at it through the lens of, no, you can't go back to the way you weren't doing it. Let's make those adjustments, those changes, and then move forward.
Carol: Awesome. Awesome. Well, thank you so much. It was great having you on. I really appreciate the conversation.
Lewis: My pleasure. And thank you, Carol. I liked the way you asked the questions. You asked me good questions and the follow-ups are on target in terms of what does that mean to clarify?
Carol: Yeah. Well, what I, one thing I appreciate about doing the podcast is that I'm always learning something new because I get to talk to people about their area of expertise and it's not necessarily mine. So I get to have a little mini-masterclass. So appreciate that and appreciate you sharing your perspective and all your wisdom on, on sponsorships. So thanks so much.
Lewis: My pleasure. And thank you for giving back to the association and nonprofit community by adding resources.
Carol: All right.
I appreciated how Lewis described how to work with your sponsors and potential sponsors to create more value – for your organization as well as the company. That it starts with conversations with the sponsor – what are they looking to achieve? How might you align in your efforts? And for both sides – the sponsor and your organization – that developing the relationship should be with the longer term in mind. If either party is just looking for short term gain they are missing a lot of opportunity and value that could be there. There is also more opportunity available if different parts of your organization are cross pollinating and talking – in an association – staff who are managing the magazine, staff who are producing webinars and other learning events. Are they talking and coordinating their efforts with a sponsor and a tie in? Of course always being mindful of whether a particular sponsor aligns with your organizational values.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Lewis, his full bio, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. Please take a minute to rate and review Mission Impact on Apple podcasts or wherever you listen to podcasts. It helps other people find the podcast. We appreciate it!
In the special 1-year anniversary episode of Mission: Impact, Carol Hamilton discussed the following:
Carol Hamilton: Welcome to mission impact the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I'm Carol Hamilton, your podcast host and nonprofit strategic planning consultant. This is an exciting episode for me. I've been podcasting now for a year. So this is my one-year pot of nursery, and it's been so much fun doing this podcast. I've had a lot of great guests, wonderful conversations, and have really appreciated everything that I've learned from everybody that I've spoken to. And I launched the podcast back in August of 2020, but actually started doing interviews for it. Even at the beginning of the pandemic, starting in March. And so this has really been a pandemic project, although I will continue. I intend to continue on after that. Hopefully there will be an after at some point But I certainly have learned a lot.
I've learned, heard a lot about how the pandemic has impacted how folks do their work, how they approach their work. And it certainly had a lot of impact on how I approach my work. The default before the pandemic for strategic planning was of course, to have some in-person event where you did the planning of one day retreat, a one and a half day retreat. Where you brought the key stakeholders together, got them all in a room and had a series of conversations that helped them make decisions about the future of the organization. Other parts of the process certainly have been done online though.
Video conference, focus groups, listening sessions, interviews over the phone, et cetera, but that main crux of the process where you bring together the planning group has always by default, been done in person.
And of course we had to shift that overnight to working online. Now I had a head start because I'd been doing online events since the early two thousands, I in fact organized my first virtual conference in 2004 and had been producing a number of different online experiences over the course of those years. And so it was pretty easy for me to switch up how we were going to do strategic planning, but what's been so interesting to me over the course of this period.
As I've done over 10 different processes with 10 different organizations is actually to see the benefit of doing it online, doing it in a, in a remote setting. And most folks think, well, how can you really make good decisions if you're not all in the same room? And the thing that I've really noticed is that when you do that intensive retreat oftentimes right, when you get to the point of making a decision. With the group, they have hit cognitive load. It's three o'clock in the afternoon, four o'clock in the afternoon. They've been thinking hard all day processing lots of different information brainstorming and they are worn out. And that is the point in the agenda often. When you need the group to make some important decisions.
In the virtual environment, there's no need to have that intensive long eight hour experience. You can take that eight hours or 10 hours, whatever amount of time you might've had at that retreat. Pace it over a number of sessions, two hours here, three hours here, and with a contained set of goals that you're trying to accomplish in each one. Then beginning each the next one with, this is what we did last time, and this is where we are in the process.
But what I've seen is that groups really benefit from having a little bit of time to do one piece of the process and then process that integrated, to think more about it. Be able to kind of mull over the conversations that they had to then bring all of those new, all of that thinking into the next session. With a little more pacing over the period of time, I find that groups are able to get further quicker. In some ways it takes a little bit longer because you have a little bit of a gap between those two or three hour sessions, but in the same amount of meeting time, I'm able to get groups further with more clear and more refined goals than I might do if I were working with them in person.
Pacing also allows strategic planning or other leadership groups to do refinement between the large group planning sessions with time, for back and forth. So people really feel like their perspectives have been taken into consideration. And then with the pandemic, of course, everyone has thought it just has brought to the fore how unpredictable our world is. And can you really plan in this VUCA world volatile, uncertain, chaotic, and I can't remember what the, a stands for (ambiguity). And it was always unpredictable. It's just more obvious now.
I always tell folks that a plan is just a plan. It's not set in stone. They aren't tablets from on high. There's something that you created yourself, but the process itself brings clarity and alignment by creating an opportunity to talk together and explore issues together.
Another thing that I'm seeing a lot about recently with people writing about and considering whether they're going back to the office, whether they're going to stay remote, the method they might do, a blended version is talk about that you can't have culture unless you're all together in the same office. And the truth is that any organization always has called.
There's always an organizational culture, whether you've named it, whether you've explored it or not. It really more, a matter of, are you clear about it? Are you explicit about it? Are you, do you have a type of culture that you want to move towards? That that feels healthier, that you're trying to work. And just bringing everyone back into the office is kind of a de default. It's a default that allows that culture to kind of be there by accident. It allows folks to maybe not pay so much attention to it.
I think one of the blessings in disguise is actually working remotely. That we really have to pay more attention to what the expectations are? How are you working together? What are those guide rails in terms of how much flexibility folks have and their schedules and, and how they're doing their work, what are they expected to produce in a particular week, et cetera. And so it's, again, it may be more of. Are the managers in your organization? Do they have the sufficient training and tools for how to, to manage in this remote and. And so in-person can be such a, just a substitute for giving folks the tools and training that they need to really build that intentional culture and manage well within a remote or a blended context.
So this provides you with an opportunity to shift their culture in a positive direction and get everyone in gray involved and envisioning and working towards and creating that new future instead of just favoring the preferences of leadership and defaulting to. Whether you continue remote or go for a blended schedule, all you have to do is decide if you all have to go back to the office together. Think about what you've learned in this past year, past a year and a half. What do you want to keep? What do you want to let go? There's lots of opportunity there for being more intentional, more and more in clear and more explicit about the type of organization and how you want it to feel to work within your organization.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. Again, we're excited to be celebrating our one year anniversary and as with every episode you can find show notes and links and resources at missionimpactpodcast.com/shownotes. And you'll also find transcripts for each episode.
I'd like to thank Nora Strauss-Riggs for her support in editing and production, as well as April coaster of a hundred ninjas for her production support.
Please take a minute to rate and review mission impact on apple podcasts or wherever you listen to your podcasts. It helps others find the podcast and we appreciate it. Thanks a lot. And until next time.
My passion is helping nonprofit organizations and associations have a greater mission impact.
Grace Social Sector Consulting, LLC, owns the copyright in and to all content in and transcripts of the Mission: Impact podcast, as well as the Mission: Impact blog with all rights reserved, including right of publicity.