The red spot in the yard.

As we grow up we learn how to pick out what's wrong. Which one of these kids is different? Which one doesn't belong?

A few weeks ago I was standing on our deck looking through the trees in our back yard. Our house borders a small plot of land owned by the town. Most days, the town parks its leaf truck on the gravel driveway there. The leaf truck is large and bright red. It is ugly and impossible to miss.

As I looked at the stain parked next door and contemplated a painting commando mission, my daughter walked up to me.

"What are you looking at Daddy?" she asked. 

"The big red thing over there. See it?" I said. 

She looked around for a minute and then lit up. "Oh! Daddy, a cardinal! How pretty!"

I had completely missed the bird a few feet in front of us. 

It is easy to pick out what's wrong. It is harder, and much more valuable, to see what's right. 

The sure sign you need an independent board.

You might need a board. 

I've worked with enough organizations to know that every organization is different. And yet oftentimes every group is unique in exactly the same way, if you catch my meaning. "You couldn't possibly understand our issues with X." Hmmm, try me.

In any case, there are no hard and fast rules but certainly some of the guidelines are pretty reliable. One rule of thumb with a nearly flawless track record is that organizations which claim to have no need for an outside, independent board of directors are invariably the same organizations which could most benefit from one.

If you have a tight group of uber-aligned thinkers who move unconsciously together, then a board might just provide the friction required to improve your potion and reign in some of your wilder ideas. And if you have a disconnected, scattered collection of warrior chieftains defending their own fiefdoms, then a board might help bring some cohesion and accountability around a few core values.

If you hear yourself arguing against adding outside directors to the board because of the influence, rigor, and accountability they could add, it could be time to ask: What are we afraid of, and why? 

 

The dandelion versus the banyan.

Many seedlings, one trunk.

We all know the dandelion. It starts as a nice yellow flower and, as it matures, sprouts thousands of seeds. It expands by spreading those seeds all across the yard. After the seeds disperse, new dandelions are spread far and wide. The original stalk withers away.

The banyan tree is a different. It starts as one trunk and, as it matures, spreads an incredible, lush canopy. It expands by dropping seedlings from the canopy. As the seedlings take root, the canopy, in turn, continues to grow. New trunks are formed and yet the original trunk continues to expand. Everything is connected to the same canopy.  

Great organizational strategy is like a banyan: Operational initiatives, programs, and tactics come from an overarching set of shared principles.  

Avoid the dandelion approach. When you start spreading things in every direction, you risk losing what made you cohesive in the first place. Ultimately there won't be anything left. 

Killed by cancer.

ribbon.jpg

Today would have been my friend Bridget's 30th birthday. Bridget was a team member of mine at Event 360. She died several months ago, and I was honored to deliver a eulogy at her funeral.

I have thought about Bridget a lot these last two months because I have been asked to speak about her often. At her funeral, at several conferences, and most recently at the Komen Leadership Conference a few weeks ago. I wanted to share a short experience.

During my presentation, I said something to the effect of “Like my mother, Bridget was killed by cancer.” Through the bright stage lights I could see the first few rows of the audience. Everyone stiffened when I said the word “killed.” I wasn’t going to make much of it but I saw that I had made everyone in the audience uncomfortable, so I paused for a moment.

I said, I use the word “killed” deliberately. I believe language is powerful; that language dictates our actions, and our actions shape the world. When we say someone “died of cancer” we are basically admitting that “dying of cancer” is an acceptable, normal state of affairs. We are saying, in essence, “people die for many reasons, and cancer is one of them.”

I disagree to the core of my soul. Cancer kills people. No one should die of it. If we harnessed enough of our money and technology and talent, we could make it preventable. I do not accept the worldview that it is a natural form of demise, and neither should you, because it isn’t true. 

Thank you Bridget, and thanks Mom, and thanks to my family friend Nick, and thanks to everyone out there who made the ultimate sacrifice to help the rest of us get our priorities in order. Bridget, more than anything, is a reminder to me of the work we have to do. And why it is worth doing.

 

A short verse, worth reading.

I'm reading the wonderful WWII history A Man Called Intrepid by William Stevenson, which details the formation and activities of the British secret service during the war.

Stevenson writes that during the war Eleanor Roosevelt carried in her purse this prayer:

Dear Lord
Lest I continue
My complacent way
Help me to remember
Somewhere out there
A man died for me today
-- As long as there be war
I then must
Ask and answer
Am I worth dying for?

Worthing reflecting on. 

The Way Out

This article was previously posted on Event 360's blog. Read more here.   

It has been a hectic year at Event 360. We’ve launched three new projects and a new training series – each with its own set of accomplishments and challenges. Further, we have seen this theme of challenge transcend our own company as we’ve partnered with one of our key clients to right-size a major project in response to their changing needs. And most importantly and closest to home, we’ve been tragically reminded of our mission through the loss of one of our team members to cancer.

All in all, it has been one of those quarters that seems to have stretched on for months. Our team is resolute but tired. We’re trying to keep our bearings in a changing landscape.  

Most of us have been through times like these at various points in our lives – times when what we think we know is rapidly replaced by a new order. Some of us are better at recalibrating than others. The ones who can adapt to a new deck of cards are crucial for the team, because they help lead the way for others. At the same time, during periods of intense change it is more important than ever to have people who are still holding onto the old deck; people who remember where we are and how we got there. In times of change we need equal parts respect for the past and willingness to innovate into the future. 

I am a huge fan of quotes and over the years I’ve collected thousands of them. Perhaps it is the poor person’s wisdom; maybe I’m too simple for philosophy and too distracted for genuine literature. Nevertheless, there’s something comforting and inspiring to me about advice that is distilled into a sentence.

One of my favorites is a line from Robert Frost’s A Servant of Servants: “The best way out is always through.” We can worry, and complain, and stress ourselves to pieces. Or we can stick out our chins and keep walking. The way out is just ahead.

It is tempting to think that life is like a video game, or perhaps a television show. Wouldn’t it be great if we could just change the channel? But there isn’t an “off” button for existence. We can all be grateful for that.

We’ve had a hectic quarter, but we’re walking on, and in so doing I’m reminded of why I started walking in the first place.

Over the next few months I look forward to sharing more about what we’ve learned. Some of the themes will be familiar, but I think others will be surprising – and helpful.

Until then, my best to you and yours for a wonderful summer event season.

A great summer.

A quick post for all parents of teens 14 years or older: If you are trying to help your teen come up with a constructive, positive, career-building, memorable answer to the question "How did you spend your summer?" then look no further than the 4th Estate Leadership Summit, this August in Los Angeles. $495 includes food, lodging, and three days of curriculum from over 30 nonprofits. 

It is going to be fantastic, and a lot more exciting than day camp, intramural softball, or tending the fry cooker. 

More information here.

Increasing share of heart.

I returned home yesterday from the annual Nonprofit Technology Conference in my usual state: Head and heart full, exhausted but invigorated.​

​Well, something's not right here.

This year's conference sparked a number of thoughts that I'll tackle in the coming weeks, but top of mind is the idea that I shared at my session yesterday: That despite all of our innovation, invention, energy, talent, and passion, the amount of charitable giving as a percentage of overall GDP has remained flat at 2% for the last forty years. I call this percentage our "share of heart."

​On the face this data point seems rather mundane but it is quite striking -- and sobering -- when you stop and think about it. What this tells you is that charitable giving is essentially a function of economic growth. In good times, people give more; in bad times, people give less. This total overall giving is irrespective of the level of need, or the number of nonprofits, or the messages we send, or the hard work you do, or anything really. While certain nonprofits may surge ahead or fall behind, the most important factor to overall generosity does not seem to be generosity at all. It is the inscrutably complex black box called the economy.

The public has a heart, for certain, but only a small share of it goes to the nonprofit space. And over forty years we haven't increased our share of heart at all. As the number of nonprofits grows, the only thing that keeps nonprofits from directly stealing or losing share from one another is economic growth -- growth that, as we've seen over the last five years, might hard to predict, or worse yet, small, or worse still,  actually negative.

To truly realize transformative change we need to come to grips with this mathematical reality and have a hard conversation about why our share of heart has stayed constant. Perhaps we need better salaries, relaxed overhead restrictions, and more advocacy, and all of those might help. But my sense is there's something deeper going on here. Either the general public is hard-hearted and there isn't much share of heart to be had; or what we do isn't perceived as the most effective way to effect social change. Since I do not believe the public's sympathies are tapped out, for my part I've concluded that the impact we're making just isn't compelling enough to elicit more donations. 

And that conclusion led me to my other 2013 NTC sound bite: The fundraising silver bullet is impact. The best fundraising strategy is not to persuade people that we could make a difference. We have to actually show people that we are making a difference. A longer road, to be sure.​

I have a fair idea I'll be talking about this more in the coming weeks, but for some background reading I'd direct you to a few previous posts from the last couple of years here and here and here. ​

​More to come.

Eulogy for Bridget

Bridget Spence, a long-time Event 360 team member and committed soldier in the war against cancer, lost her fight late last week. I was incredibly humbled to be ask to speak at her funeral. Several of you have asked that I post my words. Here they are.​

I'm humbled to address you on behalf of the hundreds of team members who worked with Bridget and the thousands of participants who were changed by their relationship with her. 

Danny told us that he thought we might have a unique perspective to offer the family. But we'd venture to guess that we knew the same person that you did. Take the humor and kindness and strength and sass you knew and put it in an event fundraising firm. That was how Bridget lived. She was real. Authentic. She was the same person to us as she was to you, and we mean that as the deepest compliment. 

But we’re sure you’d appreciate more detail than that. So we want to share three main thoughts.

The first is that although Bridget died of cancer, and dedicated her professional life to fighting cancer in all its forms, that is not how she was defined by us nor how we will remember her. Nor will she be remembered for her volunteer work with Susan G. Komen or Dana-Farber.

She will be remembered as a friend with an infectious laugh and a warm, easy way. She will be remembered as a thoughtful speaker and a brilliant writer. She will be remembered as someone willing to challenge her managers and her peers. That is, as a leader. She will be remembered, as Event 360’s Teri Yoder has said, as a wise soul. And we will forever be grateful, as Event 360's Molly Fast has said, that for someone who was given so little time, she chose to spend so much of that time with us. 

The second thing we'd like to share is not what we know about Bridget, but what knowing Bridget has taught us about all of you.

We say in our family that the apple doesn't fall far from the tree, so we know Dottie that you are loving and kind, the way Bridget was. We know Billy was caring and committed. We know you both possess a deep reservoir of strength. 

Danny, Patrick, and John, we know you helped shape the person Bridget became, and we know she shaped you. Maybe more than you would have liked! So we know you three are energetic and driven the way that Bridget was. We know you are strong and passionate.

We know Bridget wouldn't have chosen to marry someone who wasn't exceptional in every fiber of his being. And so Alex, we know you are warm and patient, imbued with quiet confidence and resolute fearlessness. 

Finally, as most of you know, Bridget worked primarily on our 3-Day project, a three-day, sixty mile walk that raises money for breast cancer. Some of you have probably participated in the event yourselves. Knowing Bridget, most of you were probably approached to donate to her at some point. 

Like many things in life, walking sixty miles is a lot harder than it sounds. And when you are walking the event there comes a point – usually in the middle of the second day, when your bones are starting to creak, and your feet are fighting back at you, and you realize that you still have more than halfway to go – that you are faced with your biggest obstacle: Your own willpower. 

And at that point, you have a conversation with yourself – about why you didn't make more time to train; about how ashamed you'd really feel if you stopped; about what you'd say to your donors if you quit and took the bus to camp.

And then, you have a choice. You have to decide if you're going to get up and start moving again.

The most important thing we can share about Bridget is that throughout our time with her, Bridget never stopped walking. 

Bridget, you made it to the end of the day. You finished your route; you fought the good fight; you kept the faith. 

Now, the rest of us have a choice. How can we know the way? We can hear you telling us to get up and start walking again. We'll meet you at camp. 

The direction of the unexpected.

I am currently reading The Black Swan by Nassim Taleb, which had been recommended to me so often in the last four years that for a while I became irrationally opposed to reading it. But after two quarters of intense study of predictive analytics and econometrics, this seemed to be a good antidote.

An antidote to statistics it certainly is. Taleb systematically dismantles ​most of the suppositions underlying finance and statistics. A dense and sometimes rambling read, it is also practical and thought-provoking and utterly fascinating. I'm only halfway through and already the pages sit well-notated and dog-eared. This is a book I will read several times in a row, and -- friends, be warned -- one I will gift many times. I can't wait to hear what my professors think of this...

​Buy it.

There's lots to say about this book, and I'll never fit it all into one post. But let me pass along this succinct bit of planning wisdom I read tonight: "The unexpected almost always pushes in a single direction: higher costs and longer time to completion." 

I've written about this idea before, and we've probably all experienced it. The bill at Costco is always larger than you think it is going to be; it takes twenty minutes longer to find a parking spot than you anticipate. And in the case of fundraising, a program always takes longer to get off the ground than you hope it will. 

​Sadly, the counter-measure is not a tighter timeline and fewer resources. It makes sense to plan for things to be a bit more expensive than you'd like them to be. Because, they will be.