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When you are conducting an annual campaign, capital effort, or even an endowment program, publicity can be helpful. Positive “buzz” helps improve community understanding and support. But too often, we rely on buzz to do all the work. We assume that some good publicity will raise money for us.

During the 18-24 months (or more) of a capital campaign, nonprofit leaders often eat, sleep and breathe the campaign. They know the total raised, status of the design plans, which donor meetings went well and who they need to call to cultivate further. The pressure and excitement of the capital plans are ever-present in their thoughts and daily work.

Often at the end of a feasibility study, a non-profit is advised to conduct a “positioning campaign” while they prepare for an eventual capital campaign.

In his book, Good to Great, Jim Collins created a memorable image of a business being a bus with its CEO as the driver. Nothing is more important, according to Collins, than “getting the right people on the bus” if you want to take a company from good to great.

I’m not rich, but I recently added up my giving to my favorite local charity. The amount over the last 20 years astounded me. More recently, I made a capital pledge to this charity. Unfortunately, two years later, I have no idea how my money is being used. I’m not aware of their campaign progress. I do not know if the projects are on time or on budget. But I do get an invoice (which resembles a hospital bill) every February and then a receipt letter letting me know the IRS will accept this letter allowing me to legally deduct my gift from my taxes.

On a recent feasibility interview I met with a long-time community philanthropist who has been involved in more campaigns than maybe any other leader in my community. In the middle of a lovely question and answer session he leaned back in his seat to share a personal story that I am sharing with you here…

There are some words that can bring fear in the most seasoned nonprofit leader. “Don’t forget your interview is this morning!” may be some of those words, bringing back memories of our first “show and tell” in kindergarten.

Every leader fears a crisis. So much time and effort are rightly invested in reducing risk, bolstering safety, and ensuring protocols are followed. All are essential to protecting your organization. But sadly, most organizations are at greater risk because they have not prepared – and never practiced – to communicate in times of urgency.  I remember a friend rightly pointing out, “Prayer is not a communication strategy.”

Over the years I’ve had the great joy of working with hundreds of non-profit CEOs/Executive Directors (EDs) and development staff. A few years ago, a young executive director called me. He was frustrated and worried that he wasn’t doing his job. Why? He wasn’t bringing in enough big checks.

One of our tenants at Donor By Design Group is that we have “a bias for action.” I’ve talked about this with prospective clients and most of them give me the “oh boy, here comes some consultant speak” eyeroll.