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Recently, I attended a conference. The highlight of my experience was reconnecting with colleagues and friends. Even walking through the lobby, every other step was a chance for a hug, a handshake and a friendly smile. We shared laughs, stories and joy. I started to notice my conversations with my colleagues had changed; there was a deeper, more meaningful, feel to them. While we talked about work, the discussion also included family, personal accomplishments, goals and aspirations. The quality time I spent with my colleagues, who now felt more like friends, was priceless.

My neighbor Ben is a really good kid. I have enjoyed watching him grow into a fine young man. When I was asked to write a reference letter on his behalf for a college scholarship, I felt no hesitation. And when Ben received notice that he was a recipient, I was honored to be invited to attend the awarding ceremony.

I was recently with a donor who’s been giving to a local charity consistently for over twenty years. Her giving abruptly stopped a couple years ago. In a deeper investigation with her over breakfast she said she just “hasn’t heard anything new” from the charity in a few years. I swallowed hard and said, “I am so sorry. Your commitment and generosity deserves more.”

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.