But in the Board meeting, Jim found more trouble. In light of the upcoming gala event at Reach for the Stars, the Board was heavily involved in micro-managing its way through the event’s finances, and had come to the point where it was evident that not all the raffle tickets would be sold this year. Typically they had sold 500 tickets for a flat fee of $100 each. The CEO was apologetic, the director of development was frenetic: this year, despite the best efforts of all the staff and a troop of volunteers, there were still about 50 tickets left over. That would set them off pace, about $5000 short of their anticipated financial objective. The question before the Board was what to do about that.
Jim felt irritated, almost angry, and restless. Was it the fact that he hadn’t been out on the bike for three days? Was it Anabelle’s tempest? Was it the pitiful way the Reach for the Stars Board conducted its business? He wasn’t sure. But he was certain of one thing: if people in nonprofits would just take a business perspective, things would be run on an infinitely better basis, and the Board’s time would be better spent in strategic planning about how to gather more market share in their service populations and garner more state dollars. But nobody seemed to be paying much attention to the business aspect of things.
It was tempting for Jim to think about just buying the leftover tickets himself, but he knew that wouldn’t solve the problem in the right way. In his mind he complained that raffle tickets just wasn’t his speed this afternoon. He had to get back to work on that new product acquisition deal he was putting together. Why couldn’t this board ever just do it's job and quit messing around in every employee’s job?
As the Board Chairman, Mendel Adams, the owner of Adams and Co. advertising, one of the city’s most prestigious marketing firms, looked around the table, he found few creative ideas. So Jim stuck his hand in the air and, when recognized, said, “OK here’s what I think we should do. We should take about $5000 of the money that has been contributed by people who won’t be coming to the gala or auction, but who just want to help, and we should buy those tickets ourselves. ”
“Why would we want to do that?” asked Craig Johnson, the CEO. He could be dense at times, Jim thought, but it wasn’t his fault. He has spent his life in the nonprofit world, and, frankly, he just didn’t know or understand the business perspective. Too bad, Jim thought. With a little business savvy, Reach for the Stars could really make something of itself, really become the premiere charity about town.
“We should buy those tickets and, if we win – and our chances will be 50 in 500 rather than the 1 in 500 that we promise all the other ticket buyers – then we’ll take the $10,000 prize and put it to use as scholarships. We will have turned $5000 in short ticket sales into a very nice ten grand addition to the scholarship endowment. And, if we don't win the prize, at least we'll not be short on ticket sales. Those donations will have made up for it.”
At that, Johnson went pale, which was reflected in the face of the development chief as well. And then, Jim could see the CEO started turning red. No doubt about it, this firecracker was lit, and it was amusing for Jim to see the way Craig struggled to keep it inside. The development director spoke first, because he knew his boss would say the wrong thing just at that moment of feeling the sudden onset of an internal moral explosion. “Jim, can you say a little more about why you would have us do that? It seems very contradictory, and perhaps that wouldn’t be the best way to build trust with our donors and supporters.”
Not a bad parlay, Jim thought.
We'll see what happens next on Monday. What do you think should happen next, dear reader? What would you do if you were in Craig Johnson's shoes at this moment?
Friday, November 9, 2007
Thursday, November 8, 2007
The Bounds of Generosity (Pt.2 of 5)
At lunch, Jim listened to Anabell’s tale of woe about a friend of hers who had just had a home foreclosed because of having purchased it on a subprime basis. One of those new mortgage products that if you didn’t read the fine print with extreme care it was designed to come back and bite you severely within the first year or two. He had heard about them, but didn’t involve himself in real estate much these days.
“What’s the beef?” he told her. “Most of those mortgage holders deserve what they get. They go to closings without a lawyer, they trust whoever comes at them with a sweet-looking deal, they’re trying to get the most house they can for a song. They don’t really understand the market, the product or the financials. But they want to look smart and they think God gave them the right to have anything they happen to glance at. They live way over their heads. What do you expect? Look at some of those starter castles out there in the township! And most of those folks come from a working class background, and they think they’re so smart for being able to have that kind of a house on that income. They think they’re moving up in the world and that’s the most important thing they think about. Serves them right, and they’re getting just exactly what they deserve.”
“Jim, that’s not fair,” defended Anabelle. “Charlie and his wife aren’t really those kind of people. They work hard for every cent they make. They have to stretch two incomes. Why shouldn’t they try to make the most of a good thing? I say it’s the mortgage lenders who should be not only investigated by Congress but they should be roasted for every dollar they charge in exorbitant foreclosure fees. Those guys are cheats right from the git-go, and they should have to pay people like Charlie for taking advantage of them.” Anabell was on a roll. It would be a while, Jim knew, before she’d settle down. He ordered another glass of wine. It might be a long afternoon.
Fortunately, at two o’clock, his PDA alarm went off, reminding him that it was time to go to the Reach for the Stars Board meeting, and he was relieved. Anabelle, while beautiful and sweet and sexy, had an occasional streak of just pure stubbornness. No matter how gently he had tried to pry her attention from her mortgage speech, it just wouldn’t work. He was actually relieved that he had another appointment to go to today. Maybe next week they’d have an afternoon to themselves. He hoped so; it had been a while since their last leisurely encounter.
“What’s the beef?” he told her. “Most of those mortgage holders deserve what they get. They go to closings without a lawyer, they trust whoever comes at them with a sweet-looking deal, they’re trying to get the most house they can for a song. They don’t really understand the market, the product or the financials. But they want to look smart and they think God gave them the right to have anything they happen to glance at. They live way over their heads. What do you expect? Look at some of those starter castles out there in the township! And most of those folks come from a working class background, and they think they’re so smart for being able to have that kind of a house on that income. They think they’re moving up in the world and that’s the most important thing they think about. Serves them right, and they’re getting just exactly what they deserve.”
“Jim, that’s not fair,” defended Anabelle. “Charlie and his wife aren’t really those kind of people. They work hard for every cent they make. They have to stretch two incomes. Why shouldn’t they try to make the most of a good thing? I say it’s the mortgage lenders who should be not only investigated by Congress but they should be roasted for every dollar they charge in exorbitant foreclosure fees. Those guys are cheats right from the git-go, and they should have to pay people like Charlie for taking advantage of them.” Anabell was on a roll. It would be a while, Jim knew, before she’d settle down. He ordered another glass of wine. It might be a long afternoon.
Fortunately, at two o’clock, his PDA alarm went off, reminding him that it was time to go to the Reach for the Stars Board meeting, and he was relieved. Anabelle, while beautiful and sweet and sexy, had an occasional streak of just pure stubbornness. No matter how gently he had tried to pry her attention from her mortgage speech, it just wouldn’t work. He was actually relieved that he had another appointment to go to today. Maybe next week they’d have an afternoon to themselves. He hoped so; it had been a while since their last leisurely encounter.
Wednesday, November 7, 2007
The Bounds of Generosity (Pt.1 of 5)
Taking a moment between phone calls, Jim looked out at the rainy, windy fall day and remarked to himself how absolutely dreary everything looked today, and it was only two weeks ago that he had been out playing golf in 80-degree weather.
“Phone for you, Jim. It’s Hank, and he’s in a hurry.” Phyllis’ familiar voice reminded him that his secretary of 10 years was about to depart for home, marriage and family. What he would do without her was a mystery to him. When he asked, she had merely commented in a rather matter-of-fact way that her small earnings wouldn’t be needed now that she was getting married.
“Hi, Hank. What’s on your mind on this beautiful day?” Jim smiled at his wry wit.
“You know the Bratislava Brownie Mix just slipped down a few cents in profitability; it’s now below our threshold for products in that category. What do you want to do about it, Jim?” Hank was a brand manager for Golan Mills, He had come up through the ranks in his own company before Golan had bought him out, and Jim, as CEO, had retained him when he sold off that unit several years ago. He knew a good man when he saw one. Besides, Hank over the years had probably forgotten more about marketing packaged foods than Jim had every learned, so he was doubly valuable because he could spot trouble miles away.
“Yes, I thought that might happen one day soon,” said Jim. He deftly picked up the brass name plate from the front of his desk and shined it with his coat sleeve. James P. Morgan, President and CEO. He enjoyed that name plate. It had been a gift from a long-time admirer and college room mate, Marianne Murphy. She was the best!
“Our customers, however, are going to help us regain our profitability,” Jim returned his attention to the conversation. “Most of them, in all our research studies, have proven to be extremely addicted to the Bratislava Brownies, so I say we cut the mix by seven ounces, spruce up the packaging with “More Value for the Money” and “New, Enriched Recipe” and give it some better color – don’t touch that special chocolate brown, though, we paid a mint for that ink and photo process – and in about 6 months that puppy will be back on track. You OK with that?”
“OK, Jim. I thought you’d be there with me on that, but just wanted to check.” And with that Hank was gone. On to other things, no doubt, Jim reflected. Hank didn’t let any grass grow under his feet.
“Your lunch appointment is here, Jim,” called Phyllis from the other room. The intercom was on the fritz again, so they had some yodeling practice ahead of them for a few days. “Are you two eating here in the executive dining room or at the club today?”
“I think we’ll take a blustery walk over to the club, Phyllis,” Jim replied as he went to the closet to retrieve his cashmere coat. It had been a gift from Anabelle, his erstwhile mistress and today his luncheon date. She was the one who had pulled out the stops and blown the whistle on Preppy Popcorn’s attempt to stash a couple hundred million away for safekeeping just before he had bought it. She was a trooper, though, that Anabell, and pretty good in bed, too, he reflected.
(We'll continue tomorrow.)
“Phone for you, Jim. It’s Hank, and he’s in a hurry.” Phyllis’ familiar voice reminded him that his secretary of 10 years was about to depart for home, marriage and family. What he would do without her was a mystery to him. When he asked, she had merely commented in a rather matter-of-fact way that her small earnings wouldn’t be needed now that she was getting married.
“Hi, Hank. What’s on your mind on this beautiful day?” Jim smiled at his wry wit.
“You know the Bratislava Brownie Mix just slipped down a few cents in profitability; it’s now below our threshold for products in that category. What do you want to do about it, Jim?” Hank was a brand manager for Golan Mills, He had come up through the ranks in his own company before Golan had bought him out, and Jim, as CEO, had retained him when he sold off that unit several years ago. He knew a good man when he saw one. Besides, Hank over the years had probably forgotten more about marketing packaged foods than Jim had every learned, so he was doubly valuable because he could spot trouble miles away.
“Yes, I thought that might happen one day soon,” said Jim. He deftly picked up the brass name plate from the front of his desk and shined it with his coat sleeve. James P. Morgan, President and CEO. He enjoyed that name plate. It had been a gift from a long-time admirer and college room mate, Marianne Murphy. She was the best!
“Our customers, however, are going to help us regain our profitability,” Jim returned his attention to the conversation. “Most of them, in all our research studies, have proven to be extremely addicted to the Bratislava Brownies, so I say we cut the mix by seven ounces, spruce up the packaging with “More Value for the Money” and “New, Enriched Recipe” and give it some better color – don’t touch that special chocolate brown, though, we paid a mint for that ink and photo process – and in about 6 months that puppy will be back on track. You OK with that?”
“OK, Jim. I thought you’d be there with me on that, but just wanted to check.” And with that Hank was gone. On to other things, no doubt, Jim reflected. Hank didn’t let any grass grow under his feet.
“Your lunch appointment is here, Jim,” called Phyllis from the other room. The intercom was on the fritz again, so they had some yodeling practice ahead of them for a few days. “Are you two eating here in the executive dining room or at the club today?”
“I think we’ll take a blustery walk over to the club, Phyllis,” Jim replied as he went to the closet to retrieve his cashmere coat. It had been a gift from Anabelle, his erstwhile mistress and today his luncheon date. She was the one who had pulled out the stops and blown the whistle on Preppy Popcorn’s attempt to stash a couple hundred million away for safekeeping just before he had bought it. She was a trooper, though, that Anabell, and pretty good in bed, too, he reflected.
(We'll continue tomorrow.)
Tuesday, November 6, 2007
Difference between Accountability and Reportability in Fundraising
In teaching situations, I have often used the words “accountability” and “Reportability” to help make a distinction between two different kinds of information sharing. The reason I have found this helpful is that I have found in talking with fundraisers that there is often a temptation to obscure accountability when talking about information sharing. It’s very easy, for example, to get wrapped up in decisions about “who should see which reports” and forget that an essential ingredient of good fundraising is direct-line accountability. But an equally helpful kind of information sharing is lateral.
For example, let’s say we have developed an accountability system for our director of development in a small nonprofit. And we are looking monthly, quarterly and annually at such things as the number of calls to donors, the number of letters to donors, and the number of donor visits for cultivation and solicitation, and the amounts and types of gifts solicited.
On the one hand, the person who most needs to know that information is the boss, the CEO, the direct report of the chief development officer. That information is crucial to the executive’s being able to helpfully and accurately assess the director of development’s performance. It is also the sort of information that is helpfully shared either laterally with department heads or vertically, with board members and with those who report to the director of development. The board members need to know that this information is being kept, and that the director of development is making progress on agreed-upon goals. This is part of the reporting procedure of the CEO to the board.
But sharing that type of information in the other direction of information sharing is equally helpful, because it allows those who report to the D. of D. to know that their boss is held accountable and is performing in ways that are directly benefiting the fundraising process.
So “accountability” is sharing the stats of the D of D’s performance with the CEO, while “Reportability” is sharing those stats with the board members (for reassurance and oversight purposes) and with the fundraising staff (for an example and to show mutuality of performance). Both accountability and Reportability are critical to the success of the fundraising effort.
For example, let’s say we have developed an accountability system for our director of development in a small nonprofit. And we are looking monthly, quarterly and annually at such things as the number of calls to donors, the number of letters to donors, and the number of donor visits for cultivation and solicitation, and the amounts and types of gifts solicited.
On the one hand, the person who most needs to know that information is the boss, the CEO, the direct report of the chief development officer. That information is crucial to the executive’s being able to helpfully and accurately assess the director of development’s performance. It is also the sort of information that is helpfully shared either laterally with department heads or vertically, with board members and with those who report to the director of development. The board members need to know that this information is being kept, and that the director of development is making progress on agreed-upon goals. This is part of the reporting procedure of the CEO to the board.
But sharing that type of information in the other direction of information sharing is equally helpful, because it allows those who report to the D. of D. to know that their boss is held accountable and is performing in ways that are directly benefiting the fundraising process.
So “accountability” is sharing the stats of the D of D’s performance with the CEO, while “Reportability” is sharing those stats with the board members (for reassurance and oversight purposes) and with the fundraising staff (for an example and to show mutuality of performance). Both accountability and Reportability are critical to the success of the fundraising effort.
Monday, November 5, 2007
Conflict of Interest is Much Misunderstood
What does it mean for a member of the board of directors of a nonprofit organization to have a “conflict of interest?” I’ve heard this discussed in a number of board meetings over my years of working with nonprofits, and usually the kinds of things people have to say about it indicate that they don’t know what this is or how to helpfully deal with it.
Most everybody has the general idea that a “conflict of interest” has to do with a situation where, for example, the board member in question is leading the charge for an action that will stand to benefit him/her personally. So there seems to be that common understanding. After that things tend to fall about in such discussions.
So let’s set the record straight: a conflict of interest exists when there could be an opportunity for an individual to benefit – or the individual might have a business interest – in an action or transaction of the board on which that person serves.
But what to do about it? First, conflicts of interest are not “bad.” They happen. Nobody’s fault. Often times they can be helpful. Let’s say, for example, that the nonprofit organization is looking for a way to get its parking lot paved. On the board sits the owner of a construction business that just happens to do paving work for a lot of their customers. He’s willing to heavily discount the paving job for the benefit of the charity. So there’s a conflict of interest. The business owner sits on the charity’s board, the board is about to make a decision to pave the parking lot, and this businessman stands to benefit from the positive decision to use his company.
What should this board member do? Well, obviously, he is going to announce that he has a conflict of interest. He has a interest in the board’s doing its fiduciary work diligently, and he has an interest in promoting his business. So he first needs to say that to his fellow board members. Second, he will abstain from voting in any decision on action or contract approval for that paving project.
What’s harmful is when the business owner refuses to make plain his interest in having the nonprofit choose and pay his firm to do the job. Especially if this kind of thing happens regularly, so that the nonprofit uses this business owner’s firm to construct the new office building, then to pave over the parking lot, then to build the finance tower, then to provide a satellite office, and so forth. That kind of repetitive use, or “mis-use,” of the position of board member is where the “conflict of interest” goes sadly wrong and benefits the individual board member personally and in terms of his business interest over time.
When we choose members for our boards of directors for nonprofits, we often include people with strong business interests. For one thing, we need their ties and relationships in the community. For another, we need their resources. So conflicts of interest are bound to arise. So our responsibility is to have these stated publicly and to have the board member(s) in question abstain from voting on matters in which he/she/they have a personal or professional interest.
The term “nonprofit” is not a business plan, it means that the profits of the business will not be used for private inurement. That is, the excesses of revenue over expenses will not be doled out to the individual board members for their use. That’s all “nonprofit” means: no private inurement. So this is what we want to avoid. Openness and transparency are the best policy.
Most everybody has the general idea that a “conflict of interest” has to do with a situation where, for example, the board member in question is leading the charge for an action that will stand to benefit him/her personally. So there seems to be that common understanding. After that things tend to fall about in such discussions.
So let’s set the record straight: a conflict of interest exists when there could be an opportunity for an individual to benefit – or the individual might have a business interest – in an action or transaction of the board on which that person serves.
But what to do about it? First, conflicts of interest are not “bad.” They happen. Nobody’s fault. Often times they can be helpful. Let’s say, for example, that the nonprofit organization is looking for a way to get its parking lot paved. On the board sits the owner of a construction business that just happens to do paving work for a lot of their customers. He’s willing to heavily discount the paving job for the benefit of the charity. So there’s a conflict of interest. The business owner sits on the charity’s board, the board is about to make a decision to pave the parking lot, and this businessman stands to benefit from the positive decision to use his company.
What should this board member do? Well, obviously, he is going to announce that he has a conflict of interest. He has a interest in the board’s doing its fiduciary work diligently, and he has an interest in promoting his business. So he first needs to say that to his fellow board members. Second, he will abstain from voting in any decision on action or contract approval for that paving project.
What’s harmful is when the business owner refuses to make plain his interest in having the nonprofit choose and pay his firm to do the job. Especially if this kind of thing happens regularly, so that the nonprofit uses this business owner’s firm to construct the new office building, then to pave over the parking lot, then to build the finance tower, then to provide a satellite office, and so forth. That kind of repetitive use, or “mis-use,” of the position of board member is where the “conflict of interest” goes sadly wrong and benefits the individual board member personally and in terms of his business interest over time.
When we choose members for our boards of directors for nonprofits, we often include people with strong business interests. For one thing, we need their ties and relationships in the community. For another, we need their resources. So conflicts of interest are bound to arise. So our responsibility is to have these stated publicly and to have the board member(s) in question abstain from voting on matters in which he/she/they have a personal or professional interest.
The term “nonprofit” is not a business plan, it means that the profits of the business will not be used for private inurement. That is, the excesses of revenue over expenses will not be doled out to the individual board members for their use. That’s all “nonprofit” means: no private inurement. So this is what we want to avoid. Openness and transparency are the best policy.
Friday, November 2, 2007
A Well Deserved Rest Leaves the Money Behind (Pt. 2 of 2)
Just as she was turning into the airport her cell phone rang. She answered the phone as she maneuvered her car into the parking lot and she began searching for that ever-elusive parking space.
“Hi, Jill! Congratulations on a wonderful event!” It was her boss, Jim Duffy, the Director of Development for Charity Sisters. “I just want to let you know how much I appreciated all your work to get that event ready. It went very well, I thought, and I know you’ve been really successful financially. I hope you’re feeling good about it.”
“Oh, yes,” Jill said as she backed the car into its newfound spot. “I thought everything went well last night and now I’m at the airport ready to take my well-deserved rest.”
“Well, before you do that, I have a question for you,” said Jim. Can you tell me where I can find all the names and addresses and other contact information of the people who were there last night?”
“Well, no, not right off hand,” said Jill. “That information was gathered from peoples’ registrations before the auction. I think Harriet Morris has all that information at her home. You know she was the volunteer who handled the registrations, and I think she’s just left town with her husband on their annual trip to Vegas.”
“Well, when will all that information be available for me?” asked Jim.
“Well, typically we don’t enter that data into the donor database. We know who gave to the auction, but not who purchased tickets and we don’t check that against the people who finally come to the event. You know, we’ve never done that before, why are you asking for it now, may I ask?” She was just pulling her suitcases out of the trunk and was feeling pretty irked at Jim for pulling this stunt on her now.
“Well,” said Jim, “Many of the people who were there last night are people we’ve taken a lot of time to cultivate and bring close to us through this event and we ought not let them go without some solid follow-up, do you think?” And that neatly put the “bee” back on Jill.
“Well, I see what you mean. But I don’t think we have that information, at least it wouldn’t be complete. Can I get that for you when I return to the office, or is it something my secretary Marsha could get for you?”
‘I was hoping to have those names today to start calling them. Who would have even a partial list of attendees, Jill?”
“Marsha would have something, at least she could comb the files to see what we have, and maybe that will get you started.” Jill was breathing heavily by this time. She didn’t know whether it was from anger or from toting her suitcase into the airport terminal, and she didn’t really care at that point.
“I’ll check with her, Jill. But before you go, and I know you’re in a hurry to get away to your well-deserved vacation. I want you to hear me very clearly. From this point forward in your relationship with Charity Sisters, your responsibility in special events is going to include making sure that people who come to all our events are registered, and that the data is entered into the database, and that I have a list on my desk the morning after each event with the names of all the attendees on it. And one thing more, Jill. You’re going to be joining me after each event in calling up those who attend and talking with them about their enthusiasm and about getting closer to Charity Sisters. Am I being clear about this?”
Jill had stopped in her tracks in the middle of Concourse C, just about to turn into the gate area. “Are you serious, Bill?” and then thinking it through, “Well, yes, I guess you are. I can tell by your tone of voice that your serious. Could we talk about this when I get back?”
“Yes, we can talk about it. But this is something that is going to change at Charity Sisters. We cannot afford to let these people go without some serious cultivation efforts to bring them aboard as good and perhaps even significant donors. And I believe this is the way to do it. I want you to work with me as a team to get this work done. And we need to do it right after an event, so taking vacation time to rest up after an event will not be a future part of our special event process, I want to be clear about that.”
“OK, we’ll talk when I get back. I’ve gotta go now, they’re calling for my flight. I’ll be in your office first thing Monday the 20th, OK?”
“Yes, we’ll see you then,” said Bill. “Have a good week on vacation,” and he hung up.
As she checked in for her flight, Jill was pale, trembling from the exertion of struggling with the suitcase over all that distance from the parking lot, and with anger and chagrin at this new stunt Bill had pulled on her. She was, indeed, fairly steamed. The additional problem was that she knew in the back of her mind that Bill was not only right, but that she was going to have to share new responsibilities, and that made her afraid. It was only her trust in Bill’s judgment and her belief that he wouldn’t hang her out to dry and demand more than she could produce that kept her from breaking down into tears.
After she had settled into her seat and the plane had reached cruising altitude, Jill reflected that after all she had been the one who had built up the events to the point where they were attracting the kinds of people who could make really significant gifts. Maybe Bill’s idea wasn’t so bad after all. But she sure hated to give up those post-event escapes into the wild to calm her tattered soul. She would have to work a bit on that and see what kind of compromise Bill could be wrestled into. And with that she settled into the ham sandwich she had brought from home. It was disgusting, she thought, that airlines no longer served any food on their flights.
“Hi, Jill! Congratulations on a wonderful event!” It was her boss, Jim Duffy, the Director of Development for Charity Sisters. “I just want to let you know how much I appreciated all your work to get that event ready. It went very well, I thought, and I know you’ve been really successful financially. I hope you’re feeling good about it.”
“Oh, yes,” Jill said as she backed the car into its newfound spot. “I thought everything went well last night and now I’m at the airport ready to take my well-deserved rest.”
“Well, before you do that, I have a question for you,” said Jim. Can you tell me where I can find all the names and addresses and other contact information of the people who were there last night?”
“Well, no, not right off hand,” said Jill. “That information was gathered from peoples’ registrations before the auction. I think Harriet Morris has all that information at her home. You know she was the volunteer who handled the registrations, and I think she’s just left town with her husband on their annual trip to Vegas.”
“Well, when will all that information be available for me?” asked Jim.
“Well, typically we don’t enter that data into the donor database. We know who gave to the auction, but not who purchased tickets and we don’t check that against the people who finally come to the event. You know, we’ve never done that before, why are you asking for it now, may I ask?” She was just pulling her suitcases out of the trunk and was feeling pretty irked at Jim for pulling this stunt on her now.
“Well,” said Jim, “Many of the people who were there last night are people we’ve taken a lot of time to cultivate and bring close to us through this event and we ought not let them go without some solid follow-up, do you think?” And that neatly put the “bee” back on Jill.
“Well, I see what you mean. But I don’t think we have that information, at least it wouldn’t be complete. Can I get that for you when I return to the office, or is it something my secretary Marsha could get for you?”
‘I was hoping to have those names today to start calling them. Who would have even a partial list of attendees, Jill?”
“Marsha would have something, at least she could comb the files to see what we have, and maybe that will get you started.” Jill was breathing heavily by this time. She didn’t know whether it was from anger or from toting her suitcase into the airport terminal, and she didn’t really care at that point.
“I’ll check with her, Jill. But before you go, and I know you’re in a hurry to get away to your well-deserved vacation. I want you to hear me very clearly. From this point forward in your relationship with Charity Sisters, your responsibility in special events is going to include making sure that people who come to all our events are registered, and that the data is entered into the database, and that I have a list on my desk the morning after each event with the names of all the attendees on it. And one thing more, Jill. You’re going to be joining me after each event in calling up those who attend and talking with them about their enthusiasm and about getting closer to Charity Sisters. Am I being clear about this?”
Jill had stopped in her tracks in the middle of Concourse C, just about to turn into the gate area. “Are you serious, Bill?” and then thinking it through, “Well, yes, I guess you are. I can tell by your tone of voice that your serious. Could we talk about this when I get back?”
“Yes, we can talk about it. But this is something that is going to change at Charity Sisters. We cannot afford to let these people go without some serious cultivation efforts to bring them aboard as good and perhaps even significant donors. And I believe this is the way to do it. I want you to work with me as a team to get this work done. And we need to do it right after an event, so taking vacation time to rest up after an event will not be a future part of our special event process, I want to be clear about that.”
“OK, we’ll talk when I get back. I’ve gotta go now, they’re calling for my flight. I’ll be in your office first thing Monday the 20th, OK?”
“Yes, we’ll see you then,” said Bill. “Have a good week on vacation,” and he hung up.
As she checked in for her flight, Jill was pale, trembling from the exertion of struggling with the suitcase over all that distance from the parking lot, and with anger and chagrin at this new stunt Bill had pulled on her. She was, indeed, fairly steamed. The additional problem was that she knew in the back of her mind that Bill was not only right, but that she was going to have to share new responsibilities, and that made her afraid. It was only her trust in Bill’s judgment and her belief that he wouldn’t hang her out to dry and demand more than she could produce that kept her from breaking down into tears.
After she had settled into her seat and the plane had reached cruising altitude, Jill reflected that after all she had been the one who had built up the events to the point where they were attracting the kinds of people who could make really significant gifts. Maybe Bill’s idea wasn’t so bad after all. But she sure hated to give up those post-event escapes into the wild to calm her tattered soul. She would have to work a bit on that and see what kind of compromise Bill could be wrestled into. And with that she settled into the ham sandwich she had brought from home. It was disgusting, she thought, that airlines no longer served any food on their flights.
Thursday, November 1, 2007
A Well Deserved Rest Leaves the Money Behind (Pt. 1 of 2)
Jill was excited that early fall morning but she was having a bad hair day due to the fact that the temperature and humidity was more like summer than fall that autumn. Her emotions reflected the swirling winds that blew leaves prematurely from the trees, as she bustled about her small apartment getting ready for the evening’s events. It would be a long day, indeed!
She arrived later than she had planned at the office, as she blew in the door carrying three armfuls of party favors, name tags, registration materials and other assorted paraphernalia for the auction that night.
This was the biggest night of the year’s heavy schedule of eight special events – the annual “Spend For The Poor” auction. Preparation for this year’s auction had begun within days of the previous year’s auction. It took 75 volunteers in many capacities a total of 538 hours of service to put on this event. It also absorbed a great deal of Jill’s time, since she was putting in 16-hour days for three months previous to the Friday night event. It was the largest such gala in the community and raised $75,000 annual for the Charity Sisters’ work with those who were poor and indigent in the community.
And it was Jill’s shining moment of each year. As the Director of Special Events at Charity Sisters, Jill was in charge of this event and she gave it her all. She had also scheduled her vacation to start the following Monday, just so she could collapse and have a much-needed rest after the heavy strains of preparation.
That Friday, Jill spent much of the day checking on preparations and caring for last-minute details.
The night of the event, Jill went home early to change into her fabulous gown, which was an original design by her sister-in-law’s clothing design firm, and then headed out to the Convention Center for the auction. She looked and felt fabulous! This was her night. This was the night she could be totally in charge (in a backstage sort of way) rubbing shoulders with volunteer TV celebrities, donors who owned the community’s largest businesses and constituted some of the wealthiest families of the state. She was in heaven!
The event went well. Nearly everything went off as planned. Even the high school kid she had enlisted to ply the audience with a story about the need for her scholarship to a well-known and respected local college. That had brought in $7000 just from the tables of people before the auction! The whole event was an enormous success, and she felt that hundreds of people were staying afterward just to tell her what a fantastic job she had done. She took all the praise smiling and enjoying every minute of it, right up to midnight.
And at that point, she turned the key to her apartment and opened the door, kicked off her red pumps and flopped, gown and all on the couch. Breathless with satisfaction and just beginning to feel the release of the weight and tension of preparing for the event, she fell asleep.
At sunrise, Jill was up, showered, dressed, and headed for the office. It would be Saturday, but colleagues would be present and she was ready to do the wind-up to the auction. She noted that not all expenses were in yet but she anticipated that with the revenue from tickets, auction items sold, table contributions, and other income, she would net out about $90,000 this year. She was pleased that it was well above last year’s final tabulation and would set a new record for the auction.
Finishing the wrap-up about noon, Jill headed out for the airport. Her bags had been packed for two weeks and were in the trunk of her car. She was bound for the Bahamas for two weeks’ rest and relaxation. Glad to have the event behind her, the success still swirling in her mind. There was nothing more to worry about; she was a free woman!
She arrived later than she had planned at the office, as she blew in the door carrying three armfuls of party favors, name tags, registration materials and other assorted paraphernalia for the auction that night.
This was the biggest night of the year’s heavy schedule of eight special events – the annual “Spend For The Poor” auction. Preparation for this year’s auction had begun within days of the previous year’s auction. It took 75 volunteers in many capacities a total of 538 hours of service to put on this event. It also absorbed a great deal of Jill’s time, since she was putting in 16-hour days for three months previous to the Friday night event. It was the largest such gala in the community and raised $75,000 annual for the Charity Sisters’ work with those who were poor and indigent in the community.
And it was Jill’s shining moment of each year. As the Director of Special Events at Charity Sisters, Jill was in charge of this event and she gave it her all. She had also scheduled her vacation to start the following Monday, just so she could collapse and have a much-needed rest after the heavy strains of preparation.
That Friday, Jill spent much of the day checking on preparations and caring for last-minute details.
The night of the event, Jill went home early to change into her fabulous gown, which was an original design by her sister-in-law’s clothing design firm, and then headed out to the Convention Center for the auction. She looked and felt fabulous! This was her night. This was the night she could be totally in charge (in a backstage sort of way) rubbing shoulders with volunteer TV celebrities, donors who owned the community’s largest businesses and constituted some of the wealthiest families of the state. She was in heaven!
The event went well. Nearly everything went off as planned. Even the high school kid she had enlisted to ply the audience with a story about the need for her scholarship to a well-known and respected local college. That had brought in $7000 just from the tables of people before the auction! The whole event was an enormous success, and she felt that hundreds of people were staying afterward just to tell her what a fantastic job she had done. She took all the praise smiling and enjoying every minute of it, right up to midnight.
And at that point, she turned the key to her apartment and opened the door, kicked off her red pumps and flopped, gown and all on the couch. Breathless with satisfaction and just beginning to feel the release of the weight and tension of preparing for the event, she fell asleep.
At sunrise, Jill was up, showered, dressed, and headed for the office. It would be Saturday, but colleagues would be present and she was ready to do the wind-up to the auction. She noted that not all expenses were in yet but she anticipated that with the revenue from tickets, auction items sold, table contributions, and other income, she would net out about $90,000 this year. She was pleased that it was well above last year’s final tabulation and would set a new record for the auction.
Finishing the wrap-up about noon, Jill headed out for the airport. Her bags had been packed for two weeks and were in the trunk of her car. She was bound for the Bahamas for two weeks’ rest and relaxation. Glad to have the event behind her, the success still swirling in her mind. There was nothing more to worry about; she was a free woman!
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