AFP TORONTO CONGRESS Tuesday, November 22, 2016 2 – 3:30 p.m.

Pet Peeves and Horror Stories Overview

Yes, board members are important are important to fundraising. Of course board members and other volunteers are key philanthropists, voluntarily giving for the common good.

But between you and me, they’re sometimes pesky, problematic, and even horrible. Join this secret session where we’ll share peeves and horrors and stealthy solutions.

Email your peeves and horrors to spjoyaux@aol.com. Come prepared to share. Surely bright people together can fix this…at least kinda!

www.simonejoyaux.com spjoyaux@aol.com | @spjoyaux 401-397-2534

Please promise… You – and all of us together – will work smarter. We will reduce pesky and problematic situations and people. We will eradicate the horrible.

Shake those fists! Talk about those pesky, problematic, and even horrible fundraising volunteers.

What solutions have worked?

What attempts failed – and why?

Which attempts succeeded – and why?

Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com | spjoyaux@aol.com | @spjoyaux 2

Setting the context and defining some terms…. • What’s pesky?

• What makes you peevish? And what is “peevish” and what are “peeves”?

• What does “horrible” mean? How is horrible different than pesky or peevish? Putting on your empathy hat….

• What is empathy?

• Why does empathy matter?

• How empathetic are you?

Understanding and respecting…. • Knowledge and competencies

• Organizational development and organizational behaviors

• Critical thinking

• Experiencing life differently

Responsibility and accountability…. • Responsibility and accountability

• Look in the mirror

• Enable effectively (See pages 5 – 6 in this handout.)

• Firing “them” in various ways

• Or maybe you and I leave

Just for fun: H OR PP

Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com | spjoyaux@aol.com | @spjoyaux 3

H: Research. Evidence-based decision-making.True profession.

“Who has the time and resources for this? I’m for accountability, but we need to understand that most nonprofits, with the exceptions of healthcare giants are drastically understaffed.” [Comment posted after the article.]

“Overall, only 7% of [NGOs] surveyed said they always consult research before making fundraising decisions, while 45% reported they sometimes do.” [The Chronicle of Philanthropy, 12-23-14. From Science Philanthropy Institute, University of Chicago.]

What? We don’t have the time to do the

work well?

Would NGO leadership and staff say this about carrying out mission? Doubtful. So why do NGOs say this about fundraising (and governance) and all those systems and processes that exist to support mission? Why? Sense of entitlement? Disrespect for professionalism? WHY?

Is fundraising a real profession?

H: Where’s our critical thinking? What is critical thinking?

Download, read, absorb, and apply this Miniature Guide to Critical Thinking:

Concepts and Tools Drs. Richard Paul and Linda Elder

www.criticalthinking.org

Check out Rogare at the Hartsook Centre for Sustainable Philanthropy. [Rogare = to ask]

Read Rogare’s Critical Thinking blog.

Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com | spjoyaux@aol.com | @spjoyaux 4

H: Arrogance of the uneducated and ill-informed…

H: “I’ve served on more boards than you are old, Missy.”

H: Power from unearned privilege

PP: Follow-up. Check in. Cajole. Intervene.

PP: Setting FR goals: The shrug.Gods and goddesses.Death.

Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com | spjoyaux@aol.com | @spjoyaux 5

PP: NGOs should operate more like businesses and then all will be fixed.

These are just a few of my ideas.

What are yours?

Add in… Rule out…

How good an enabler are you? Check out the next 2 pages.

How effective are you at ignoring or overcoming or? What?

PP: Board members should use their connections on behalf of the organization.

Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com | spjoyaux@aol.com | @spjoyaux 6

© Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com

Enabling | What volunteers should expect of staff

Originally described in detail in the 2nd edition of Strategic Fund Development: Building Profitable Relationships That Last. Expanded and updated in the 3rd edition published by John Wiley & Sons in March 2011. This handout includes the expanded and updated enabling functions, fully described in the 3rd edition. Use these enabling functions to strengthen your fund development and governance. Use these enabling functions with your own staff, too. Enabling functions

1. Transmit the organization's values. 2. Engage volunteers in the meaning of your organization.

3. Articulate expectations and clarify roles and relationships. 4. Respect and use the skills, expertise, experience and insights of volunteers.

5. Engage volunteers in process as well as tasks. 6. Provide direction and resources. Explain why not just how. Identify and remove

barriers, and help develop skills. 7. Coach and mentor people to succeed.

8. Transmit the body of knowledge and best practice, helping others anticipate next practice. (And this includes helping people distinguish between unqualified personal opinion and the body of knowledge.)

9. Communicate – which includes helping people transform information into knowledge and learning.

10. Encourage people to question organizational and personal assumptions and ask strategic and cage-rattling questions.

11. Engage people in meaningful conversation that produces learning and change.

12. Ensure quality decision-making. 13. Anticipate conflicts and facilitate resolution.

14. Encourage volunteers to use their power, practice their authority, and accept their responsibility.

15. Model behavior. 16. Manage

Simone P. Joyaux, ACFRE, Adv Dip | www.simonejoyaux.com | spjoyaux@aol.com | @spjoyaux 7

17. Create opportunities / strategies to buy more time to think things through. (Cohort 14, Saint Mary’s University Philanthropy and Development Program)

18. Enhance attrition (and facilitate thank and release, if necessary). 19. Monitor, evaluate, and enhance enabling.

Enablers have the right attitude. Enablers: 1. respect and trust others; 2. are trustworthy themselves;

3. are comfortable with diversity and complexity; 4. welcome divergent opinions;

5. are flexible and comfortable with change; 6. commit to process as well as outcome;

7. appreciate conversation and disagreement; 8. share responsibility for success;

9. acknowledge responsibility for failure; 10. balance personal ego with egos of others;

11. persevere; and, 12. are patient.

Enablers possess essential skills. Enablers are: 1. organizational development specialists

2. proficient teachers and learners 3. effective communicators (listening, informing and helping to transform information into

knowledge); 4. critical thinkers (anticipating problems, identifying solutions, and redirecting

volunteer energies); 5. strategists (analyzing situations, identifying barriers and opportunities, capitalizing on

strengths, and ensuring action and results); 6. comfortable with conflict and resolve conflict through shared power with as many

individuals as possible; and, 7. effective motivators and can focus and manage people well.