Appreciate Engage and Retain Your Supporters

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Presented by:Doug Barker, Barker & Scott ConsultingAmy Ganderson, The Nature ConservancyAshley Hansen, Care2

Appreciate, Engage and Retain Your Supporters

Watch the full presentation here: use Care2 for:Starting or signing petitionsSpreading newsCommenting on blogsDonating $Joining nonprofitsNonprofits use Care2 for:

Recruiting Donors & Supporters



Building Facebook fan base

Watch the full presentation here:, Engage and Retain Your SupportersDoug BarkerPrincipal & Co-Founder

Amy GandersonDirector of Digital Marketing@amygandersonAshley HansenDirector of Nonprofit Services@luvthemtns

Watch the full presentation here: / ActivistsCause Marketing and Catalog RespondersIn-Kind DonorsIndividual Donors Corporate Sponsors Event ParticipantsFoundationsFriendsMajor DonorsMembersPlanned GiversVolunteers

An inclusive and multi-channel term for a variety of constituentsWatch the full presentation here: and respectPay attention to what your supporters are saying and doingWatch the full presentation here:, find out what it means to me Aretha Franklin

Provide constituents with options / encourage self expressionRecognize and respect interests, communication preferences, and participationCreate vehicles for constituents to provide feedback / let them speakBroadly share constituent insight

Often, we are so busy trying to tell our supporters what we want them to know, that we forget to listen, and there are some very good reasons that we should be listening. By paying attention to what our constituents say and do, and by encouraging them to communicate with us, we can find out important information. Begin by opening two-way communications. Provide your supporters and potentials with options of how to communicate with you. You may be able to use some existing channels or you may have to create new vehicles that allow them to give you feedback about their preferences and interests. Email, Web forms, social media, newsletters, and events all offer opportunities to attract interest and encourage response. Then, once you understand how a constituent prefers to communicate with you, you can use that information to build a relationship. Finally, what you learn about your donors has to be shared throughout your organization so you are not working at cross-purposes with another department. Many of us have made some great starts in this regard, but like so many areas of our work, this area requires continual testing, refinement and improvement5

Listen and respectAsk: What content are you interested in receiving?Watch the full presentation here:

Supporter-CENTRICITYOrganize around the supporter in order to drive lifetime value Watch commercial leadersTranscend silos and channelsMake processes consistent Watch the full presentation here: Wonder, You are the sunshine of my life

We live in a consumer-driven society. Telecommunication companies, airlines, and financial institutions are all driving our expectations of how we want to be treatedand some of them are doing so quite effectively.

Focusing on the Constituents experience as a key to retention has implications for our organizations, that we all know, but that in many cases are exceptionally slow to change:1. Transcend silos within your own organization. We have to get over ourselves: While you are protecting your home turf, your donors are moving on to an organization who wants to know them and what they value.2. Realize that your constituents readily cross communications channels. They may respond to a direct mail piece, not via the enclosed envelope, but by going to your website. You have to be prepared to meet them where and when they want to relate to you. It is why it is so important to implement consistent and unified business processes

7SUPPORTER-CENTRICITYThe Nature Conservancy Membership Staff Model, teams organized based on where the supporter is in the giving life-cycleNew Member AcquisitionLapsedAppealsSustainersRetentionWatch the full presentation here: to add in sustainers8Create an environment that fosters staff satisfaction, loyalty, advocacy, and productivity your supporters experience depends on it STAFF-Supporter CONNECTIONWatch the full presentation here:, Where Everybody Knows Your Name

The linkage between staff satistaction and loyalty to customer/constituent satisfaction and loyalty is well established in for-profit businesses. There is a great Harvard Business Review, one of their Best of HBR series, entitled Putting the Service-Profit Chain to Work (if you want a reprint let me know, I already bought it and can send it to you).

Make it easy to do the right thing/ empower staff to treat different customers differently:An example of why it is important to empower staff members comes from the Multiple Sclerosis Society of Canada where event revenue is a critical part of success and where the success of events is closely tied to the engagement of event team leads. By creating fundraising progress reports for upcoming events that include, not just the number of team leads signed up, but data on those who had signed up in previous years but hadnt done so this year, the reports now provides actionable insights. The report also gives staff the contact information for the team leads that havent signed up, providing the exact information needed to follow up with those proven supporters.

I think we can. It starts, basically, with your staff. If they are not happy, if they do not understand their unique roles in the organization, or if are not recognized for the work they do, it will be hard for them to reach out to donors and share their passion for the organizations mission. To make this happen, management has to ensure that staff members are connected, recognized, and rewarded. They need to take the time to celebrate small and large successes and to create an environment that fosters staff satisfaction, loyalty, advocacy, and productivity. Why is this so important? No question about it: Customer experience depends on staff experience and happiness. The strong correlation between staff loyalty and satisfaction and customer loyalty and satisfaction has been well established in the for-profit world. As delineated in the Harvard Business Reviews Putting the Service-Profit Chain to Work, staff satisfaction soars when you enhance internal service quality. That is, when you equip staff with the skills, tools, and decision authority to serve customers, staff satisfaction rises, fueling productivity, and leading to greater external service value for customers, enhancing customer satisfaction and loyalty. Importantly, the Harvard Business Review study found that a mere five percent jump in customer loyalty can boost profits from 25 to 85 percentstatistics that cannot be ignored.

Find ways to celebrate successesMeasure staff engagement (satisfaction, advocacy, retention) We all want to be recognized, to be called by name. Think about it. Why did local residents want to go that 1980s TV rendered Boston bar, Cheers, Where Everybody Knows Your Name? Well, thats it exactlythe producers created a place where people were known and welcomed. Can we create such a place, even virtually, for the people who are drawn to our causes staff, volunteers, and donors?

9STAFF-Supporter CONNECTIONTwo Nature Conservancy programs that expands the definition of staff and environmental supporters GLOBE & LEAF experience depends on it

Watch the full presentation here: do you define your employer brand?

STAFF-Supporter CONNECTIONWatch the full presentation here: OF ONEMove beyond campaigns to supporter-driven interactions in order to meet a new set of supporter expectationsOld attitude: great organization, my duty to supportEmbrace partnership Enable dynamic interactions Recognize donor life events and stagesUse predictive insights and profiling New attitude: Watch the full presentation here: to get you into my life The BeatlesHow do I partner with this org to make the world a better placeEnable dynamic interactions Recognize and acknowledge donor life events and stagesUse predictive insights and profiling to move constituents up the engagement ladder

The times are changing. In the past, we treated donor segments alike. We believed that if donors were attracted to an organizations mission, they would support it out a duty to do so. And for the most part it worked, but todays donors want to be more engaged, they want to know, how do I partner with this organization and how does our partnership make the world a better place? They want us to know them.Now that is a concept! The Beatles got it right with Got to get you into my life, because we have to do just that. We have to engage with and converse with our donors and potentials. To get to know each other, one on one, we have to have processes and plans in place that allow us to do so. We have to know our donors well enough to be able to contact them on their birthdays, the date of their first gift, the date of a memorial gift, or the anniversary of another significant life event. This is a critical point. No longer can we run things solely on our campaign calenders, we have to incorporate into our thinking that individuals have their own calendars and their own reasons for supporting our causes. Its