Category Archives: Nonprofit/NGO/Agency Management

Breaking down online barriers for online volunteers with disabilities

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images meant to look like cave drawings, one of a woman using a smartphone and one at a desktop computer.

Online volunteering – virtual volunteering – creates new avenues for people to be able to volunteer for causes they want to support, but online environments present challenges for people with disabilities.

Many adults with disabilities are excluded not just in onsite situations, but in the digital world as well, further limiting their ability to engage in paid work and voluntary service. But just as by removing onsite barriers and enhancing accessibility, we can foster environments where everyone feels welcome and empowered to contribute, we can do the same online.

The UK’s Bridging the Digital Divide: Challenges and Opportunities for Disabled Adults in Volunteering report from September 2023 uses data from NCVO’s Time Well Spent survey to explore these issues. It shares recommendations for both government and agencies that involve volunteers. You can read a summary of the recommendations here.

Also see my own resource, Make All Volunteering as Accessible as Possible: advantages for your program & how to do it.

And, of course, this topic was covered in detail in The Last Virtual Volunteering Guidebook: Fully Integrating Online Service Into Volunteer Involvement, available both as a traditional print book and as an e-book. 

How to vet a trainer for soft skills at your nonprofit

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a primitive drawing, like a petroglyph, of a person at a chalk board, talking to students at their desks.

Recently, I had an intensely negative experience with a trainer. In fact, it was traumatizing. If you follow me on LinkedIn, you saw my posts about the two days of training:

Trainers doing workshops for improving staff relations: do NOT require that staff share personal stories. For some folks, “Tell me how the past shaped where you are now” is NOT something they care to share in front of all of their colleagues & their supervisor, & certainly not you, a complete stranger (this happened in the first 20 minutes of the training, BTW).

Trainers regarding sensitive topics, like being anti-racist, being more inclusive, etc.: if you are training employees all from the same company, be aware of the power dynamics in the room. People are NOT going to be open with their supervisor or executive director sitting there. And passing around a survey the week before isn’t going to get you the information you need – people don’t know you yet. They don’t trust you yet. They aren’t going to be open with you at that point.

and

Management consultants: at your next company training, no matter how much you think it’s a great idea, do NOT ask people to write down their triggers on sticky notes and to then put those notes on their bodies and to walk around and read and discuss each others’ triggers. And if you decide to do it anyway, do not be surprised nor offended when one of the employees says “No. I absolutely will not do that.”
Yes, I really was asked to do this at a training.
The definition of trauma: “a deeply distressing or disturbing experience.”
Maybe I should put it on a sticky note and wear it.

The comments from other trainers were universally condemning:

I would have asked that facilitator to leave; better that someone internal take over than keep such a person around.

😳😳😳

This is so horrific as a concept I dread to think know what sort of groups are doing this in practice.

As a facilitator myself. This is terrible. And I want to say this as respectfully as I know how. The trainers that did this needs some coaching for real.

This sounds like a bad episode of The Office.

You are spot on, plus it is not very trauma informed (from a woman that manages a center on aging, trauma and holocaust survivor care).

Jayne, you may be the first person with enough awareness and bravery to raise against the concept.

The problem is the cleanup that comes after things like this are shared out and popularized.

I don’t have the time or patience to let things like this go – my face comes with subtitles on Zoom and in person. And I usually won’t hold my tongue when things are so egregious.

And then came the private messages from colleagues:

How in hell did someone actually think this would be a great idea?

Maybe she should have had each person use popsicle sticks to craft their traumas after the team building.

That is so messed up!

I really appreciate everyone who commented. It was nice to get affirmation that, indeed, this was NOT how any training should go. These comments, and the conversations with colleagues afterwards, were the only way I was able to recover from it. And I am not using the word recover lightly.

There were red flags from the start: this consultant did a survey of employees beforehand, where employees could anonymously offer insights, but then in her sessions entirely ignored the very frank and specific feedback given. Our training was to involve three half days, and I asked to know the focus and what issues it was meant to address, but my questions about such were ignored, and all staff walked in having no idea what we would be discussing nor why. In addition to the aforementioned inappropriate questions and comments, she also promoted of long-debunked pseudo science, like regarding “learning styles” and the quality of Myers–Briggs for identifying “personality types.”

The question I’ve gotten over and over: HOW and why was this person chosen for this training?

It seems that the executive director of the nonprofit that hired her had gone to one of her workshops earlier and had really enjoyed it. I have no idea the length of that training and who the participants were, nor if it was exactly what our team experienced.

So let’s get to the lessons learned:

How DO you get a quality trainer to address “soft skills” at your agency, such as conflict resolution, staff team building, creating an inclusive environment, valuing diversity and promoting equity? How do you avoid a situation, where an outside consultant sews division and mistrust at the nonprofit she was supposed to help?

Here are my thoughts:

  1. Look at the person’s credentials. In the case of this consultant, she has only an associates degree from decades ago and three certificates, one in “intercultural communications” and one in “interrupting racism”, both of which seemed to be acquired in just a few days (or less?). That she has no formal studies nor professional work regarding psychology or human resources management, let alone at least a full undergrad (if not a Master’s Degree) should have been a MASSIVE red flag.
  2. Look at the person’s work experience AND volunteering experience. Is it diverse? Is there at least a few years of experience working in an environment similar to what your nonprofit is working in? In the case of this recent consulting experience, her work experience is entirely in corporate marketing with high-tech companies. She has no visible professional nor volunteering experience working with a diversity of people in terms of education and economics, and her entire work experience seems to be with people at middle or upper economic levels (in stark contrast to the makeup of our group).
  3. Ask the person how they will build trust with the group, some of whom do not work together and may not even know each other.
  4. Listen to the exercises proposed by the consultant. What does the consultant intend for them to accomplish? Do YOU feel they are appropriate?
  5. Ask how the person will address power dynamics, where people may be reluctant to be honest because their supervisor or someone they do not trust is in the room.
  6. Ask the person if they will survey staff before the training and ask to look at what those questions are (but not see the answers, since those should be anonymous), so you know that they will tease out issues you are hoping to get addressed with this training.
  7. Define what success would look like at the end of the training and ask the trainer how that will be measured.
  8. Ask for references from past training experiences, but make sure they are not all from fellow consultants or just executive directors.

I have had some amazing soft-skill training experiences, including regarding creating an inclusive environment, valuing diversity and promoting equity, as well as addressing staff conflicts. Some have been quite challenging and moved people in the room to tears. But it’s been only two – this one and one in the 1990s – that have left some participants feeling tramautized.

I wish Susan Ellis’ trainings on staff and volunteer conflicts was recorded – it was always an amazing thing to behold. I could write a whole blog about it. I watched her do it twice, with two very different groups, and I couldn’t believe how deftly she navigated the moments when very real hostilities started to emerge. In both, everyone left with greater understanding and respect and a willingness to be more observant and listen.

There is a training in particular that I can say changed my life forever, by a consultant that was an adherent to Peter Drucker’s management principles. The executive director of the nonprofit where I was working approached me the following week to say that she had had so many misconceptions about me and she was embarrassed by assumptions she had made because of how I dressed (she is VERY corporate and part of a very known power couple of the time in Silicon Valley; I am none of those things), and how blown away she was by my ideas, etc. I cried. She cried. She was one of the best people I’ve ever worked for. I’ve never seen a company transformed so quickly and for the better the way that one was after that two-day training.

Another was a very quick, very fun training of may two or three hours at the University of Texas at Austin. When I started working there, all new staff were required to take this training, and I was lucky enough to take it with one of my best friends (who gave me away at my wedding years later). No one left feeling belittled or lesser than anyone. In fact, we laughed. A LOT. She created the welcoming, honest atmosphere she wanted us to cultivate in our own workplaces. We all left so much more curious about each other and our co-workers, so much more aware of how we can jump to assumptions about each other that aren’t correct, and how someone can smile at you and not seem to be hurt by something you’ve said and they are, in fact, absolutely torn up inside. And her emphasis on power dynamics was outstanding and framed all of the conversations in a way I’ll never forget and frequently references when working in some of our world’s poorest countries, particularly in post-conflict zones.

I’m on a journey. I am always open to learning. I am always open to reconsidering viewpoints and opinions. But I also value my time and my dignity and expect others to do so. No staff training is a mere line item on a list to be checked off. Don’t treat it as such. And remember that these trainings should not make staff feel belittled or marginalized.

Something IS working when your staff is willing to tell you that something isn’t working.

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From someone else:

image of a panel discussion

Accountability must work in all directions. Holding subordinates accountable is easy; holding your leaders and your peers accountable is harder, but critical. They should know that you expect them to have the highest standards, and they should hear about it (politely) when they don’t. When you are in charge of a good team, they set the expectations for you at least as much as you set the expectations for them. I recently fulfilled a long-time wish when I entirely skipped the first PT formation to go out for breakfast, something I’d never done before in my whole career. I was more than a little sad that no one called to check on me. Later, I learned my absence was noticed, but no one felt they had the authority to call me out on it, so I had some discussions with the relevant people. It was a good breakfast, but a better teaching point, I hope. Holding your leaders accountable, perhaps by asking the hard questions in the meetings, tells them what your expectations and needs are and helps keep them on the straight and narrow. When as a leader you don’t get any feedback, it’s very easy to wander far afield. Everyone… needs someone to hold them accountable.

From Reflections on the Conclusion of a Military Career, by Ben Steele. Full remarks at the Angry Staff Officer blog.

I prepared and scheduled this blog more than a month ago. Since then, I have experienced first hand the consequences of holding a supervisor accountable. There’s nothing easy about it. But for all the reasons stated above, I did it. And will continue to do so.

Nonprofits & NGOs: your social media should focus on volunteering as much as possible.

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What the headline says.

Why?

Images, in the style of petroglyphs, of people doing various activities, like writing or construction.

If people aren’t coming into your organization regularly and seeing what your nonprofit does, first hand, and the difference it makes, the things it accomplishes, and why it is essential, they are not going to donate and they are not going to support any local, regional or national government funding your operations.

There are an extraordinary amount of outlandish beliefs about the work of nonprofits, how they operate and how they are funded. No amount of social media messaging and press releases is going to change that without a great deal of trust building, and volunteer engagement is an outstanding way to build trust in your nonprofit.

And who knows… maybe you might even build some bridges around a common cause between people who otherwise don’t care about each other very much.

Also see:

Volunteering & social cohesion in a post Brexit world

My Blogs re: social cohesion, building understanding

Note: because of a backlog of blog posts to publish, I’m going to be posting three times a month instead of just twice for a while.

Your nonprofit WILL be targeted with misinformation; prepare now.

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a primitive figure, like a petroglyph, shots through a megaphone

Watching misinformation and disinformation related to the fires in Los Angeles spread exactly like wildfire has been a reminder of just how bad things are regarding public relations and truth. Instead of an army of newspapers, local radio stations and TV stations and other credible media ready to debunk it, the media landscape is as decimated as the actual landscape of the area, and lies about government funding and action, spread by the owner of the site formerly known as Twitter and other people with a political agenda. And no amount of fact-based debunking seems to matter.

As someone that’s studyied misinformation and disinformation campaigns against governments and cause-based organizations since the 1990s, it’s been as horrifying to watch as people losing their homes. And as I’ve watched, I am reminded that nonprofits, no matter how small, no matter how beloved, need to be thinking about their strategy NOW for if and when they are targeted by misinformation. It doesn’t matter what your nonprofit’s mission or size: it can be a target for misinformation, on a local or even national level. And given the incoming Presidential administration, the power of misinformation should never be under-estimated.

I’ve used the example of the Association of Community Organizations for Reform Now (ACORN) before: it was a collection of community-based nonprofits and programs all over the USA that advocated for low- and moderate-income families and worked to address neighborhood safety, voter registration, health care, affordable housing and other social issues for low-income people. At its peak, ACORN had more than 1,200 neighborhood chapters in over 100 cities across the USA. But ACORN was targeted by conservative political activists who secretly recorded and released highly-edited videos of interactions with low-level ACORN personnel in several offices, portraying the staff as encouraging criminal behavior. Despite multiple investigations on the federal, state, and county level that found that the released tapes were selectively edited to portray ACORN as negatively as possible and that nothing in the videos warranted criminal charges, the organization was doomed: politicians pounced and the public relations fallout resulted in almost immediate loss of funding from government agencies and from private donors.

Public libraries are another good example of how misinformation campaigns can work: more books were challenged in public libraries and school libraries in 2024 than ever before, according to the American Library Association. The vast majority of that increase came from groups or individuals working on behalf of national efforts trying to censor dozens or hundreds of titles at a time, part of a push across the country by those supporting the incoming Presidential administration to ban certain books based on the unfounded claims that they are inappropriate for children, as well as to defund and close public libraries altogether.

Goodwill is a frequent target of misinformation regarding senior staff salaries – and from what I see on a local level, makes no effort to counter that misinformation, resulting in people choosing not to donate items to their thrift shops nor shop at such. Which is so sad, as Goodwill does amazing work regarding training people to enter or re-enter the workforce (which most people don’t know is their mission).

There are nonprofit theaters, including community theaters, that have mounted a production that has resulted in community protests and a loss of donors, and seemed utterly unprepared for the groundswell of controversy, a groundswell that’s often started by just one person spreading misinformation about the play, and the people protesting often haven’t actually read nor seen the play. But they are loud, organized and committed, and the theater is often left utterly unprepared for the negative attention.

I have an entire blog about how to train staff so that your organization doesn’t become a victim of GOTCHA media?, so I won’t repeat those tips here. But you need to have a plan for what to do when there is even a hint of misinformation starting about your organization.

Misinformation about nonprofits usually targets their budget, what they pay staff, how they have or haven’t helped someone, how they make their programming decisions, how they carry out their work and their plans for the future. Therefore:

  • Make sure your web site is up-to-date regarding all of the above.
  • Your social media needs to regularly updated the public about all of the above.
  • ALL staff, including volunteers, need to be regularly briefed (at least twice a year; once a quarter is better) on all of the above.
  • All staff, including volunteers, need to know what to do if they see or hear misinformation related to your organization.

Your entire staff, including volunteers, need to be on the lookout for misinformation: a post on an online community, a comment at a church meeting, a reference at a civic group, a comment from a new volunteer, even a comment at a family gathering. If they see it or hear it in a public setting, or from an elected official or community leader or influencer, they need to NOT respond themselves – they need to know who at your organization they need to tell (it’s probably the executive director, the communications manager or their immediate supervisor). If it wasn’t a public comment, there’s no need to say exactly who said it, but do say what was said.

When was the last time you told your entire staff what to do in case they see or hear misinformation? If you don’t have an answer, create a strategy NOW and meeting dates and times. If it was in the last six months or more, it’s overdue to do it again.

When you hear misinformation, the next step may not be to have a meeting next week to discuss what’s happening; it may be to start drafting responses IMMEDIATELY, to be shared online within hours, even minutes. Who is going to be involved in that? Just the Executive Director and communications person? The board president too? Do you have all the contact information you need for these people so this can happen quickly?

If you had a message that needed to spread quickly online, do you have that system ready to go: do you have a board member who will be in charge of calling all board members to tell them to share an urgent social media message? do you have a manager of volunteers or volunteer leaders who will be in charge of contacting certain volunteers to encourage them to share that urgent social media message? Do you have more than one person who knows how to update your web site, in case your communications manager is on vacation?

And here’s the reality: if you are just thinking about this for the first time, right now, as you read this blog, or if you haven’t done anything to prepare yet, then you are already behind schedule. Most of the recommendations above cannot be done quickly without many weeks, even months, of preparation and refreshers. This is an URGENT need your nonprofit needs to address now, no matter its focus.

One more thing: you need a photo of your executive director, and any other staff, with as many elected officials as possible: the mayor, at least one city council member, at least one county representative, your area’s state representative, your area’s state senator, your areas US Representative and, if possible, your US Senators. It makes it more difficult for an elected official to criticize an organization when there is a photo of that person smiling with your staff, particularly at one of your events. See more at Nonprofits: look at local election results & prepare to reach out.

Also see

How to handle online criticism.

Could your organization be deceived by GOTCHA media?

Growing misconceptions about the role of nonprofits in the USA.

Mission-Based Groups Need Use the Web to Show Accountability

Governments cracking down on nonprofits & NGOs.

Folks need post-election reassurances from your nonprofit – here’s what to say

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four people standing in a circle, holding hands.

Nonprofits in the USA: there are people among your clients, your donors, your volunteers and employees who are deeply worried right now, per the November 2024 election. You don’t have to get political, but you do need to demonstrate to those you work with and for that your organization has a commitment to respect and inclusion in its work. And your employees in particular need to know you have their back in case they need to start job hunting.

Start by reaffirming your organization’s mission, vision and code of conduct, all of which should be in writing, to employees and volunteers. All of your volunteers should be signing new liability waivers and photo releases at the start of each new year – so why not have an official re-orientation when volunteers arrive to renew their paperwork that reminds them of your organization’s mission, vision and code of conduct? If your organization has a written commitment to diversity, equity and inclusion (DEI), that should be noted as well. Most of your staff will greatly appreciate the reminder and the demonstrated affirmation.

Post reminders to your organization’s social media about your organization’s mission, vision, code of conduct and commitment to DEI. Don’t just do one post for all of this: create a series of posts. A post once a week, or every other week, would make the point clear to your various audiences.

Make sure you have signage in break rooms and work sites that clients, paid staff and volunteers will see that reminds them of your organization’s mission, vision, code of conduct and commitment to DEI. If you are a part of a national network, your national HQ may have posters already made for this.

One caveat: you may lose a volunteer or some supporters because they disagree with your organization’s values – and never realized it fully until you reminded them of such. They may leave quietly or they may express their displeasure in “finding out” that your organization is so “woke.” The reality is that, if they have this reaction, you haven’t done a good job of making sure that everyone has buy-in to your organization and how it works. Do you really want people interacting with clients and potential clients who are not fully bought into your organization’s mission and culture?

Many of us work for nonprofits where our positions are funded in part, if not entirely, by federal funding that is being targeted for elimination starting July 2025. So, nonprofit executive directors: pay attention to staff morale, respect staff that have started job hunting. Be an enthusiastic and supportive reference for employees applying for other jobs.

Also see:

Nonprofits: be honest with yourself, your staff & the public about how the November 2024 elections may affect you

Governor Bevin & Donald Trump Are Wrong on Community Service Requirements (January 2018)

Trump wants to eliminate national service (February 2018)

Trump’s War on Volunteerism (July 2018)

Trump is trying to eliminate national service – again (March 2019)

time for USA nonprofits to be demanding (January 2018)

A plea to USA nonprofits for the next four years (& beyond) (January 2017)

No excuses: give employees & volunteers all the time they need to vote tomorrow

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A woman holds her ballot up proudly and is standing in front of the ballot drop box where she will drop it. She has a dog on a leash next to her.

Tomorrow, November 5, is election day in the USA. Millions of people have been able to vote early and have already submitted their ballot – as you see me doing in the photo at the right – but millions more could not do that, and the only way they are going to be able to vote is to go to a polling place on election day and probably stand in line for a very long time.

Please don’t limit your employees and volunteers to trying to vote before or after work, or over their lunch hour, if you are in a state requires voting at a polling place. Executive directors: tell your staff to let their managers know what three hour slot they will need for voting during the work day, and have managers tell YOU what three hour slot they will need.

Tell staff this is done on the honor system because OF COURSE you trust your staff to take only the amount of time they actually need to vote and to come back to work when they are finished – they won’t take three hours unless that’s what they actually need. Do NOT require things like a photo of them standing in line waiting to vote.

If your nonprofit won’t do this, if you refuse to do this, then let me be blunt: unfollow this blog, and unfollow me on social media. You don’t deserve my advice on anything.

Nonprofits: be honest with yourself, your staff & the public about how the November 2024 elections may affect you

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a primitive figure, like a petroglyph, shots through a megaphone

Most nonprofits are terrified of being perceived as political. It’s not just a fear that they will violate the strict IRS rules regarding political activities by 501 (c) (3) nonprofit organizations; it’s also a fear that they will anger donors and other supporters with a statement that might in any way be perceived as political, and therefore lose funding and volunteers.

Nonprofits in the USA are prohibited from endorsing a political candidate, but not from encouraging their staff, volunteers, clients and supporters to vote. Nonprofits can also say if proposed legislation or a proposed policy has the potential to change how they do their work or affect their clients, adversely or positively.

Whether you choose to engage in those kinds of communications or dialogues or not, there is one thing all nonprofits need to be honest and open about: how the November 2024 elections may affect your work.

Do you know where the candidates for state and national offices that represent your area stand with regards to your cause? If an office holder that’s been friendly to your organization is voted out, will you already have a relationship with the new office holder or will you be introducing yourself for the first time when you add that person to your press release mailing list?

If a candidate has said he or she will work to eliminate funding that your organization has received and hopes to receive again, you need to let your staff know so they know the financial viability of the organization and can make plans for their own future accordingly. You need to have a list of funding you have received that is directly or indirectly tied to federal programs and consider what to do if that funding ends. And you might need to be working overtime NOW to increase your number of major donors (corporations, foundations, wealthy individuals) and individual donors to make up for potential financial shortfalls when budget cuts come if new representatives will be working to eliminate your government funding.

You also need to consider if budget cuts will increase demands on your services, and plan for that accordingly.

Elections matter. Cuts and proposed cuts under the Trump administration to the budgets of USDA, USAID, education, energy and environment had consequences for nonprofits and those they serve. AmeriCorps, VISTA, other CNCS programs were on the chopping block in 2017 and again in 2018 and 2019, and though those programs were ultimately saved in the past, I don’t think they will be again if those folks are elected again. All these budget and program cuts will be happening again – but in far greater percentages – in a second Trump administration. Expect far greater numbers of people in need of assistance at organizations that are helping with food and shelter. Expect government scrutiny and probable hostility to nonprofits serving women seeking abortion services, nonprofits serving LBGTQ people, and refugees, asylum seekers and immigrants. Some staff may need to move on as soon as the results of the election are known, to avoid challenges to their own livelihoods and families, and to protect the safety of some family members.

Be realistic: do you have at least the start of a plan of what you are going to do if the election goes either way? The future of your nonprofit, and the cause you are addressing with your clients, depend on it.

Also see:

National Service Has Presidential Support Again! (2021)

Bill before US Congress: Pandemic Response & Opportunity Through National Service (2020)

Trump is trying to eliminate national service – again

Trump’s War on Volunteerism

Trump wants to eliminate national service

Governor Bevin & Donald Trump Are Wrong on Community Service Requirements

Volunteering to help national public lands cleanup after shutdown

How Will Trump Presidency Affect Humanitarian Aid & Development?

Charity isn’t enough

Volunteering is no substitute for government programs

Arts Organizations Have Always Been Masters of Customer Relations & Data Management

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Earlier this month, I talked about how working at nonprofits that produced live theater taught me oh-so-much about effective management and internal communications and continuous improvement. In this blog, I’m going to focus on what that experience taught me about managing and leveraging customer data.

Back in the 1980s, professional nonprofit theaters had already mastered customer data management: such was fundamental to their cultivating recognition and value in their communities, support that translated regularly into donations. And regular donations mean an organization is sustainable – it means it’s not completely reliant on an angel donor, which is fine until that angel donor dies or gets bought out by a company with no interest being an angel donor.

Most of these nonprofits used a program called ArtSoft to manage data regarding their audience, both program attendees and donors. ArtSoft dominated the market for managing customer and donor data at nonprofits that were focused on live performance. Back then, it felt like every theater, every dance company, every performing arts center used it. It’s sad that it doesn’t have even a Wikipedia entry – it deserves such.

But it wasn’t the software that mattered: it was the human protocols and processes in place to ensure audience member information was regularly gathered and updated. At any theater I worked in the 80s or 90s, there were protocols in place so that every single ticket buyer, every season ticket buyer, every special event attendee, every class participant, every donor and every volunteer went immediately into the master database system, ArtSoft or not, at the moment they paid money or signed up for any activities. And each person – each entry – was tracked regarding their relationship with the organization and their activities from then on.

The goal of this data tracking? To communicate with the people in the database such that:

  • season ticket buyers came back year after year,
  • single ticket buyers either became season ticket buyers or kept coming back as single ticket buyers
  • that people that purchased tickets to events or classes were encouraged to buy tickets to stage shows
  • that everyone was encouraged to donate financially, annually, to the organization
  • that volunteers were encouraged to do any of the above, and that any of these audiences were encouraged to volunteer

35 years ago, these arts organizations were already experienced in target marketing in a way that I feel like so many nonprofits now, particularly those started by corporate folks, are still learning.

Those arts organizations had a relationship with every person in that database, everyone of a few thousand people. The organizations could target market to single ticket buyers based on the kinds of shows they liked in the past. We could target market events based on ages. We could engage in highly-targeted correspondence and phone calls that built relationships such that individual donors came back year after year after year. At one theater, we decided to stop trying to convert single ticket buyers to season ticket holders because, reviewing our data, we felt like we had “enough” of the latter, and wanted to still have an avenue to cultivate new customers. These arts organizations were regularly engaged in highly successful, annual crowdfunding – but they didn’t call it that.

These organizations were successful because of the relationship they built and sustained with individual donors, and it was individual donors, not large grants, that provided MOST of their funding.

That was all before “big data.” Those relationships happened because every person that touched that database understood that the people in it were humans, many of whom had emotional moments when they came to performances. They weren’t just a record number – they were real people, and they felt an emotional connection to the theater.

Not because of the software we used, but because of the protocols that were in place, everything about every program participant ended up almost immediately in our master database. How did we do that?! This way: at nonprofit theaters, absolutely everyone in every audience and every program came through the box office staff or the fundraising staff. That’s easier for nonprofits built around attendance to one primary series of events than an organization that has a range of programs each managed by different people. In addition, there was one person whose primary responsibility was to oversee all of the correspondence to everyone in that database, with the goal of either encouraging participation (including buying tickets) or donating money, and that messaging followed a strategy – it wasn’t haphazard.

Absolutely, individual staff sometimes exported certain data and worked with that data on their own. A staff member might have his own volunteer management database with very specific information to track about volunteers, information that should be kept confidential for the rest of the staff. Another staff member might have a database of media contacts with information separate from the main database. But the main database was the MAIN database, a precious asset as important as anything that went on the stage.

One of the many things I learned in working with these databases: you didn’t delete anyone from them. Duplicates, yes, but if someone called and requested to not be on the database anymore, or died, the recorded got marked as such, but not entirely removed, at least not for a certain number of years. Why? Because the data from the precious engagement was still needed for at least five years on, or because of the very real possibility that someone would re-input that person if they weren’t there already, not knowing the person had requested to be removed or had died.

It’s just yet another example of how arts organizations are often so far ahead of supposedly more tech-savvy nonprofits. And how there are lessons from 35 years are still oh-so-relevant.

This experience was the basis of one of the first web pages I created for my new web site back in the 1990s, about how to manage customer databases. And I can still see the influence in these pages on my site:

Keeping Volunteer Information Up-to-Date.

Advice on Choosing Volunteer Management Software.

Basic Customer Database Principles (an updated version of that first advice page on my web site).

Customer Database Regular Maintenance .

Has working in arts-related organizations affected how you work in other environments? Please share how below in the comments.

If you have benefited from this blog, my other blogs, or other parts of my web site and would like to support the time that went into researching information, developing material, preparing articles, updating pages, etc. (I receive no funding for this work), here is how you can help. 

what theatre taught me about management & internal communications

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Working at nonprofits in the 1980s and 1990s, nonprofits that produced live theatre, deeply affected me in terms of how I work in management, communications, customer service, team support and client data management in organizations that have nothing to do with the arts. The things accomplished in producing live theater that I had the privilege of being a part of – with few or no computers, and no Internet – seems astounding now. Back then, it was just business as usual.

How theatres approach project management offer great lessons for any nonprofit and their staff.

I started writing a blog about this long ago, but realized it’s really two blogs. This is part one of two on the subject of how working in nonprofit live theater back in the 1980s still affects how I work to this day, and how your nonprofit or company that is NOT focused on the arts can learn from such:

  • Everyone at the organization, whether full-time employee or short-time contractor or volunteer, whether on stage or back stage or up in the administrative offices, was committed to the success of the stage production and would do just about anything within their role to make sure it was a success. The executive director, the marketing director, the actors, the designers, the stagehands, the box office manager, the volunteer ushers, the intermission bartenders – EVERYONE wanted the production to be successful and cared deeply about it happening as close to the vision as possible. Everyone had each other’s backs – yes, I have jumped behind the bar to clean glasses when I realized intermission staff was overwhelmed, and I was the marketing manager.
  • Deadlines are absolute when producing stage productions at a theater that sells season tickets. Dress rehearsal happened on the date on which it was announced to happen. Opening night happened on the date on which it was announced to happen. Delays were oh-so-rare and, on the rare occassion they happened, deeply shameful. To miss that date gave the impression that the team was a poor planner and, perhaps, lacking in basic competence. It’s because of my background in theater management that I have laughed at web designers or tech developers who feel deadlines should be fluid or that say that what is being asked for is impossible or too much. They wouldn’t last a day in most professional nonprofit theater companies I’ve worked in, where a deadline is real, it’s non-negotiable. In my 15 years in live theater, we made every opening night. There might not be working light cues, there might have been an understudy in a role, but the audience saw a show the night we said there would be a show to see.
  • Meeting all the deadlines associated with dress rehearsal and opening night – for the play program to be printed, the volunteers recruited and scheduled, the press contacted and their seats booked, the costumes and props and sets fully constructed and operational, etc. – required frequent, continuous communication among various staff and departments, with all staff feeling empowered to communicate with absolutely anyone across hierarchies and departments. We didn’t have email – we still visited each other’s offices and still put things on paper. And at the weekly staff meeting, we were focused on exactly what needed to be done and WHO would be responsible. The house manager would a short report after EVERY performance noting ANY issues AT ALL, from a cell phone going off during the second act to late patrons not being seated until the first scene change. The stage manager wrote a short report EVERY performance noting ANY issues AT ALL during the performance. A senior staff member read that report EVERY morning and was not surprised when a patron called with a complaint about something they were angry about, or when an item showed up in the press noting a mistake in a performance, because they already knew about it. No one claimed they didn’t have time to write those reports or read them. I have stared dumbfounded at senior managers at non-arts-related nonprofits who want to focus on how they first heard about a program problem – the messenger – rather than the problem itself.
  • Hierarchies existed, but not when it came to communications about the quality of the “final product.” If the marketing assistant attended a rehearsal and sat in a seat and realized the staging would keep certain audience members from seeing a critical moment, that marketing assistant woud be welcomed to tell either the stage manager or even the director, directly – that assistant didn’t to have to go to the marketing director, who would then go to the executive director, who would then go to the artistic director, who will then go to the stage director.
  • Absolutely, we were happy with full houses and sold-out shows, but we were just as thrilled looking out and seeing a half-filled but completely diverse audience, with people of ethnicities or ages we didn’t usually have in those seats. We also were thrilled when we put on a show that was challenging in terms of its theme or how it was presented, and it connected with the audience, even if we weren’t playing to full houses. I’ve never been able to relate to corporate folks that want nonprofits to focus exclusively on numbers instead of other factors, like the diversity of the audience and feedback from that audience, when judging marketing success.
  • EVERYONE took part in celebrating the success: on opening night, the box office assistant manager was as delighted as the show’s director that the play – the project – was off and running successfully, and they were side-by-side celebrating at some point.

I miss that environment so, so much. I’ve kept those lessons in my work, much to the frustration of some managers. I still think it’s a great way to operate.

Next week, I’ll share blog number two on how working in nonprofit theater taught me so much about customer relations and data management.

If you feel that your work or volunteering at any arts-related nonprofit has positively affected your work at other nonprofits, or even in the corporate sector, please comment below!

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