Sometimes problems resist solution because they are daunting or complicated or even difficult to understand.
The project of acquiring, retaining and satisfying donors is a never-ending one, and Bryan Evangelista of Lautman Maska Neill & Company offered five big takeaways from the recent Direct Marketing Association (DMA) Nonprofit Federation Conference:
Fundraisers might not think they have much to learn from George Orwell, famous as the author of such books as “Animal Farm” and “1984.” But Ken Burnett, author of “The Zen of Fundraising,” thinks Orwell might have words of wisdom that could be of tremendous benefit.
“What is the stars?,” asked “Captain” Jack Boyle in Irish playwright Sean O’Casey’s famous work “Juno and the Paycock.” In that case, it is mindless drivel offered by a brainless character with no ability, or desire, to explore deep themes in this world or any other.
If you’re not careful, the budget could be the most boring part of a grant proposal. You don’t want management’s eyes glazing over while reading it or they’ll never approve the budget.
The world looks chaotic, and anyone can (and does) say that the workplace is a place of chaos. What then is a manager to do?
Trying to satisfy everyone is usually a hopeless task, but nonprofit managers often find themselves having to keep various people, with different demands, as happy as possible.
Ever wonder what techniques there are to facilitate an organization’s learning atmosphere? In his book “NGO Leadership and Human Rights,” Richard K. Ghere suggested that the collective learning experience is crucial to a successful workplace.
What’s the board’s role in fundraising? Funny you should ask because the Association of Governing Boards of Universities and Colleges (AGB) recently released a new publication titled “The Board’s Role in Fundraising.” In it, Trish Jackson, the executive director of college and foundation partnerships at the Fullbridge Program in Cambridge, Mass., and a former associate vice president for individual and organizational giving at Dartmouth College, offers key lessons for board members:
For many employees, work would be bearable, if not enjoyable, without managers. For many managers, would be just great without all those employees.