Most fund development plans are innocuous pages of neatly
organized needs, prospects, connections, timelines and responsibilities. So
why is it that many of these plans end up as lightening rods for frustration?
When assisting clients with fund development strategies, I often
turn to the business principles outlined in The
Four Disciplines of Execution (4DX), by Chris McChesney, Jim Hulin and Sean
Covey.
The authors contend that every organization faces a clash of
two forces. The first is the urgency, energy and tension taking place daily
just to keep the doors open. The second force is the foresight necessary to move the organization forward. All too often our “day jobs” get in the way
of the second and equally important force.
Fund development plans don’t fail due to lack of good intentions. Many are
set up to fail due to too many good intentions and too little time to accomplish them.
That’s where the first of the 4DX comes into play.
#1 Focus on
the Wildly Important
As ambitious leaders committed to raising income for a cause,
it seems natural to cast your net far and wide. But in reality, who is going to
make all of this happen? Focus your intentions on the absolute top realistic priorities.
Research has shown that the level of successfully implementing a plan is inversely proportional to the number of strategies. Instead of applying for 30 grants and hoping for the best, focus attention on a select few that fit your program mix. Or, rather than giving your board a list of hundreds of potential connections, ask each to take 2-3 and make them happen.
#2 Concentrate on Lead Measures
There is a difference between lag and lead measures. Lag measures relate to the final outcome. For instance, a lag
measure may be whether a grant application gets funded. The problem is, by the time you
get the outcome, the performance that drove this measure is done. Lead measures are
those that team members can influence in order to achieve the lag measure. In
the case of a grant, these lead measures may include board involvement in
making a connection, arranging a site visit or conducting follow-up.
#3 Keep a Compelling Scorecard
We are competitive by nature. Make the most of it in fund
development. People are most engaged when they can see their wins, so track
them.
#4 Create a Cadence of Accountability
Accountability is nothing new. It is the cadence that counts. Too often, accountability
takes a back seat until the end of the game when its effect is limited. Additionally,
board leadership is often hesitant to hold other volunteer leaders accountable.
Establishing a cadence of fund development discussion as a naturally occurring
part of every board meeting is part of a winning strategy.
A plan is only as good as its capacity to turn intention
into reality and then sustain it. Put your fundraising plan to the 4DX litmus test.
Follow Canter Consulting on Twitter @canterconsults
Follow Canter Consulting on Twitter @canterconsults
