I was recently talking with a former Executive Director whose organization thrived under their leadership.
I’ve been thinking a lot about one of their comments.
Their comment: “In promoting their organization to funders, allies, stakeholders, and others, they were always trying to find the balance between selling and overselling.”
What did they mean by that?
If you fail to “sell,” you’re organization is going to flounder. The nonprofit space is crowded and people need to be motivated in some way to take actions you want (whether it’s offering direct financial support, volunteer energy, or some other action).
Yet, if you “oversell,” you can overstate your organization’s role in events, particularly when your work is done in coordination of some form with other nonprofits. You may secure funds this way in the short-term, but there’s a high risk of this boomeranging against you over the long run as the truth emerges.
I’ve personally seen an organization go from solid to in trouble because a new Executive Director “oversold” to key funders and those funders lost faith when the organization didn’t deliver and the word got back to the funders that the organization was taking credit for coalition work that was outsized for their role.
So how do you know if you’re finding the balance between selling and overselling. Or perhaps worst of all, not selling at all.
Here are some techniques for finding the right balance.
Evidence that You’re Not Selling Enough
While not the focus of the comment that prompted my thinking, I’ve seen Executive Directors reluctant to tout their organization and unwilling to sell.
Of course, some object to the word “selling” when it comes to nonprofits. In their view, nonprofits aren’t a commercial endeavor.
I disagree. Nonprofits are selling impact – something they’re doing in the world that the donor wants and is willing to contribute towards achieving. You are in the business of connecting people’s values with your organization’s mission. In the process, you’re both making the impact they desire and helping them feel good about themselves.
But what about the “sales” part? It’s not just about marketing – building the brand so to speak. You also need to sell: to get to that point in the conversation you’re having with potential donors where you “ask” and they say yes (or no).
Warning signs you’re not selling enough?
- You don’t celebrate/communicate your successes and tout the impact you’re going to have with further donations.
- You’re not willing to stand out from the crowd. I recently discussed with an organization that was clearly the leading group for a geographic area when it came to an issue, but they balked at describing themselves that way, preferring to say “one of the leading organizations.” I believe their fundraising is suffering because they’re unwillingness to toot their own horn.
- You meet with donors and don’t make an ask or just generally say: “we hope you’ll contribute.” You’re a salesperson, not just a marketer.
Evidence You’re Selling Too Much
Of course, overselling is also something I’ve seen repeatedly among nonprofits. Sometimes this is based on a charismatic leader who sells themself as much as the nonprofit and its impact.
Those who oversell risk coming across as inauthentic and losing the trust of supporters.
So how do you know if you’re overselling?
- If you’re prone to exaggerating your claims of success and justify doing so by saying, “everyone does it.”
- If more than 25% of your communications with supporters represents an “ask.” (Use the 80-20 rule — 4 communications that are not about donations for every “ask”).
- If your social media churn and email list attrition is greater than typical for the nonprofit world. (Check out the M&R benchmarks for some evidence on that front).
You may want to bring in a third party to help review whether you’re overselling.
- Do a brand audit, looking at your communications and fundraising materials. Somebody taking a fresh look can help.
- Use strategic planning (or some other hook) as a reason for having a neutral party confidentially interview the organizations with which you are most frequently collaborating. If you have a reputation for taking more credit than deserved within coalitions, it will likely come out in the interviews.
Finding the Sweet Spot
Presumably, if you’re selling enough, and not overselling, you’ve found the sweet spot.
You’re authentically communicating in a positive way about your impact, taking credit for who you are and what you’re accomplishing.
Donors and supporters respond accordingly.
Relationships are strengthened.
Jim Collins, in his monograph, Good to Great and the Social Sector, talks about organizations that find the sweet spot in a Venn diagram where they are the best at something, they are passionate about something, and there is a resource engine (e.g. donors who’re interested/excited to help, or some other financing method).
With that in mind, my final recommendation:
- Find your passion and don’t be afraid to show it!
- Be the best at something and let people know it!
- Authentically communicate with your potential supporters, building relationships based on trust where you tout your successes without exaggerating them.
- And don’t forget to make the ask.