We’re really proud of the team at the UI. They now provide accelerator and support programs to Social Entrepreneurs in over 30 countries!!! Since the institute’s inception, we’ve provided pro-bono mentorship and coaching to these entrepreneurs.
We think of Unreasonable Institute as a platform that finds, attracts and supports the most promising Social Entrepreneurs on the planet – they are GREAT at this.
For our part, we benefit from proximity and relationship with entrepreneurs all over the world – working on some of the most complex problems ranging from clean water, to climate change, to housing, to health (access). In terms of impact, we view this as a huge leverage point. We get to be with these entrepreneurs as they BEGIN their journey (toward scale).
The Future Cities Accelerator:
Kerry and I are preparing to leading a two-day Boot Camp around Storytelling and Sales at the Future Cities Accelerator. This is a new Unreasonable Institute concept developed in partnership with The Rockefeller Foundation to find, support, and scale ten game-changing ventures supporting poor and vulnerable populations in the US. As we prepare to spend time with these entrepreneurs, here are some key refrains we will share:
We become what we think about.
In addition to the global power of this insight, we caution social entrepreneurs from getting too caught up in messaging ‘earned-income revenue’ or ‘biz model’. These are HUGELY important, but entrepreneurs can get distracted as they make their way through awards circles, fellowships, and conferences. They seem to be sucked into a world that debates the how at expense of story about the why and the what.
Eyes on the prize. And the prize is the impact.
There are no rules.
(Assuming ethical and legal baseline, but beyond that, there are no rules.) Everything we share in terms of our frameworks are simply constructs that we’ve made up (and tested A LOT). Don’t ever think there is some magic fundraising (or entrepreneurship) secret that you don’t know. There isn’t.
We are taught to present, not to engage.
Simply ask yourself before every pitch, or sale, “What would ENGAGEMENT look like in this situation?” Use more visuals. Be simple. Ask questions. (Despite the fact that every entrepreneur is going to have you make a pitch deck – outside of silicon valley, boulder and wall street – nobody uses a pitch deck.)
Think Big. Build Simple. Act Now.
We don’t believe that ‘Changing the World’ has to be cliché. ‘Changing the World’ is the epitome of THINK BIG! And it’s only cliché if you can’t follow-up with how you’re going to do it – SIMPLY and IMMEDIATELY.
Entrepreneurs will complete the boot camp next week after which our team will provide coaching and support for nine months. I hope to be able to share some great stories about innovation and promise for impacting our most vulnerable populations.
Most of us hope to leave a legacy – for our families, communities, those we serve, our world… And many of you reading this have an even more unique opportunity to leave a mark.
As a development professional (in many cases, this includes executive/volunteer leadership), you have the chance to be a part of three legacies:
The Legacy of the Funder. It’s your job to help funders and leaders move from success to significance. That cannot happen without you.
Your Personal Legacy (or Brand). Think of this as the positive energy, attitude and optimism you bring to your team every day.
The Mentorship Legacy. Every great leader and every great sales professional became great because of hard work AND because of great models. Be intentional about this legacy. Your impact will not be contained to your organization – it will multiply (for better or worse) as the next generation assumes leadership to be for impact.
This month’s print edition of HBR makes mention of a new study supporting ‘the purpose-profit’ connection (p32). The study looks at the relationship between strong purpose and public company financial performance. I believe the insights apply to all organizations – That is, any organization with a strong purpose will see increased performance. The study finds there is a strong link between PURPOSE and PERFORMANCE (or, in my adjusted language, IMPACT). Researchers make a distinction in two types of high purpose organizations. The first is what it calls ‘high camaraderie’ where everyone simply has a sense that they are doing something great, TOGETHER. The second type of purpose is ‘high clarity’ from management. This is noted as the type where managers excel at translating purpose into action. The statistically significant performance bump was only found with organizations that have ‘purpose clarity.’
As a leader, think not just about PURPOSE, but ‘PURPOSE CLARITY.’ To help you with this, I would bridge some of the findings of the research with some of the For Impact teaching. Think about PURPOSE as an anchor for your STORY. And, by story, I don’t mean a narrative with a beginning-middle-end. I mean how you FRAME the organization. A GREAT STORY…
Some of the writing in the research study further supports thinking about placing PURPOSE inside of STORY. “The company’s primary purpose – the real one, which isn’t necessarily the one written in the official documents or etched in the wall plaques – [that] guides its actions and decisions.”
———————– Gartenberg, Claudine Madras and Prat, Andrea and Serafeim, George, Corporate Purpose and Financial Performance (June 30, 2016). Columbia Business School Research Paper No. 16-69. Available at SSRN: https://ssrn.com/abstract=2840005
The For Impact Funding Roadmap has been built, tested, and refined in working with thousands of organizations to raise over $2Billion. Though each organization is unique, we believe the Roadmap has universal application – Whether you’re a startup, a college running a large campaign, or an international NGO – every funding initiative needs a STORY, a TEAM, and a FUNDING PROCESS. [Download the PDF.]
Here are some quick thoughts on the Roadmap. [We’re also leading a teleseminar this Tuesday with more explanation, examples and help to APPLY the Funding Road Map to your funding. Register here.] Design your STORY The funding roadmap begins with STORY. A great story is anchored in hope-filled purpose, simplifies what you do, and serves as a litmus for action.
Design your PRESENTATION. The ‘ASK’ is an experience. We actually stop to think about the complete experience, from predisposition, to the environment, to the materials.
Really important point about STORY. This is not just a ‘funding thing’ – It guides your IMPACT and provides MEANING for your TEAM. Organizations so often enter a cycle of strategic planning – I wish there was a norm to enter into a cycle of STORY planning!
Develop your TEAM Jim Collins says, “First WHO, then WHAT.” With our Funding Roadmap we might say, “First WHY, then WHO, then WHAT!”
Commit to SALES. Every organization needs to STOP and make a commitment to sales. What does this mean for your team? For your organization? For your strategy/resources?
Engage LEADERSHIP. Leadership needs to be bought into the STORY and likely even the source of the STORY. Leadership also needs to be bought into the model.
Model TEAM SELLING. This is about defining roles and responsibilities for staff, board and champions. Important note: In a true sales model, your board is not responsible for fundraising! In a true sales model there is a role for board members that is very different from saying they are responsible for fundraising.
FUND your VISION
Identify/ Prioritize/ Strategize your PROSPECTS. Prospects. Drive. Everything. There is a lot to say on prospects (that’s why we have a whole guidebook) but here are some key points:
When building a strategy ask this question, “What would it look like to maximize this relationship?”
Maximize relationships at this given moment
Just VISIT. In the words of the prolific sales trainer, Brian Tracy, “Spend more time with better prospects.” We’ve been teaching this for years. There is so much value in the old maxim, “JUST SHOW UP.” The visit is the entire context for the ASK. It has three parts:
Just ASK. This is kind of an alpha/omega to everything we teach.
Finally, it’s worth tying this all together as it relates to the For Impact Point of View:
Here’s a topic that comes up often with some of our coaching clients – Especially when there is lack of role clarity around maximizing relationships!
A NATURAL PARTNER (N.P.) is a person (either inside or outside of your organization) who has a strong relationship with your organization and an existing relationship with the Qualified Prospect(Q.P.) – Or a reason to believe one can be established quickly!
Externally, Natural Partners can be on your Board, they can have a business relationship with the prospect, they can be members of the same club or organization or they can be fellow community leaders, etc.
Internally, the Natural Partner can be anyone from the President/Executive Director to top senior leadership, to a staff/programming person who has a great relationship with the prospect.
It’s important that you determine the difference between a RELATIONSHIP MANAGER (R.M.) and a NATURAL PARTNER.
The RELATIONSHIP MANAGER does not necessarily have to have an existing relationship with the prospect. Their job is to do exactly what it says – MANAGE THE RELATIONSHIP. The Relationship Manager is always a member of the ‘Green Team’ – I.e., directly responsible for maximizing relationships on behalf of the organization/impact. It is perfectly fine for multiple people within the organization to have a relationship with a Q.P. – as long as the Relationship Manager has been defined.
The NATURAL PARTNER can have an existing relationship, or the ability to create one immediately, but most importantly, they play and instrumental role in Team Selling. They can:
Help get the visit! Opening doors is one of the most productive things N.P. can do!
Predispose the Prospect to a great visit! A N.P. can send a great note ahead of the visit – “I know you’re meeting with Sharon on Friday – I’m so excited for the two of you to meet, for you to hear about the vision and getting more involved in our impact! I’ll check in with you after”
Follow Up! A call from the Natural Partner (after a check in with the R.M.) can be hugely beneficial. “How did it go? What did you think? What can I do to help?”
I’m continuing to write about some mindful habits and insights to frame thinking and actions for the New Year.
Today’s post pulls together some thoughts on FOCUS and PRODUCTIVITY.
First, I’m highlighting Tom’s book notes from The Power of Full Engagement (read post). The powerful nugget:
Manage your energy, not your time!
Second, I want to highlight Paul Graham’s essay: Maker’s Schedule, Manager’s Schedule. Graham is the co-founder of Y-Combinator and Maker’s Schedule, Manager’s Schedule has been a guide for me since I first found it several years ago. Graham challenges us to think about two different MODES of working: (Bold emphasis is mine.)
There are two types of schedule, which I’ll call the manager’s schedule and the maker’s schedule. The manager’s schedule is for bosses. It’s embodied in the traditional appointment book, with each day cut into one hour intervals. You can block off several hours for a single task if you need to, but by default you change what you’re doing every hour.
When you use time that way, it’s merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you’re done.
Most powerful people are on the manager’s schedule. It’s the schedule of command. But there’s another way of using time that’s common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can’t write or program well in units of an hour. That’s barely enough time to get started.
When you’re operating on the maker’s schedule, meetings are a disaster. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in. Plus you have to remember to go to the meeting. That’s no problem for someone on the manager’s schedule. There’s always something coming on the next hour; the only question is what. But when someone on the maker’s schedule has a meeting, they have to think about it.
I partition most days into two parts. The first is the MAKER part of my day: writing, creative thinking, strategy. I will work from my home office… or my corner coffee shop… NOT AT THE OFFICE. Early mornings 5-10am are when I’m most creative (with an interlude to get the kids up, dressed, fed and to school). I then arrive to the office around 10 and schedule calls / meetings AFTER 10:30.* This let’s me FOCUS my creativity when my energy is highest around a MAKER schedule.
If you are a leader you need time to THINK. Manage your energy, not your time. When do you do your best thinking? PROTECT YOUR MAKER TIME. The science is clear and conclusive – we incur a heavy transaction cost associated with the interruptions that stop/start our ‘deep work’.
We help social entrepreneurs and really cool organizations implement a true sales model for philanthropy. The word SALES is supposed to grab your attention!
“You’re in sales, get over it.” – Tom Suddes
Most of us got into this work for the IMPACT, not the fundraising… and certainly not ‘SALES’!!! But ‘SALES’ holds the key to resourcing the impact we want to have. Pat Williams and Jim Denney are co-authors of some the world’s great leadership biographies – from Bear Bryant and Coach Wooden to Mother Theresa. Here’s how Pat Williams writes about Walt Disney as a salesperson. Note: I’ve pulled dozens of nuggets out of the book and threaded them together. As always, just read the book – How to Be Like Walt: Capturing the Disney Magic Every Day of Your Life
Virginia Davis (Walt’s original Alice) told Pat that Walt Disney was a great salesman: “The more I examined Walt’s life, the more I saw what a profound insight this was. From the very beginning of his career, Walt was a salesman— one of the greatest salesmen the world has ever known.”
Many people look down on selling as somehow beneath them. I hope you don’t make that mistake. All the wealth in America can be traced to the fact that somebody somewhere sold something to somebody else. Selling is one of the most honorable professions around— and one of the most rewarding. It is also one of the toughest. What does it take to be a great salesperson? I would suggest five qualities that every great salesperson must have. Build these qualities into your life and you can sell like Walt. Those five qualities are honesty, enthusiasm, confidence, courage and persistence.
Honesty.All great salespeople are honest. Does that surprise you? That’s probably because you have been raised on the stereotype of the fast-talking used-car salesman in the plaid jacket. Sure, shysters abound, and they give a bad name to the honest salespeople who make their living by trading value for value. But the best salespeople are people of integrity. A great salesperson lives on repeat business. The key to repeat business is trust, and the key to trust is integrity. Anybody can sell to one customer one time. A great salesperson builds relationships of trust on a foundation of truth.
All great salespeople are fired up about their product. Enthusiasm is contagious; it affects everyone around you. How did a twenty-year-old cartoonist convince a group of Kansas City businessmen to part with $15,000 so he could open his studio? Enthusiasm! Voice actor Corey Burton told me, “
Walt was excited about his projects, his movies, his theme park. When he was excited about something, his excitement fired up everyone around him. That’s how he sold his dreams.” Disney film editor Norman “Stormy” Palmer recalls Walt’s power to motivate. “Walt’s enthusiasm made over-achievers out of all of us,” he told me. “You got caught up with his energy, you believed in his ideas, and you wanted to please him. He transmitted his excitement to all of us. If it hadn’t been for Walt, there would have been a lot of times we would have settled for less than our best.”
Confidence. Confidence is not a feeling, it’s an attitude choice. Even if you don’t feel confident, you can still adopt an attitude of confidence. You may not be comfortable selling yourself or your product, but so what? Nobody is comfortable selling. Nobody ever became successful by staying within their comfort zone. If you want to succeed, you have to do what Walt did: take a big, confident step outside your comfort zone, and start selling your dreams.
Courage. Psychological studies show that high-achieving, successful people are not overly concerned about what others think. This was true of Walt Disney. He never catered to his critics. He never worried about rejection. He kept selling his dreams. 5. Persistence. Walt absorbed the blows and soldiered on, fueled by a total and utter belief that his vision was right. Walt was successful because of one rock-solid Midwestern value. It’s called perseverance.
It’s worth bottom-lining these three gems:
The best salespeople are people of integrity.
Enthusiasm is contagious.
Confidence is not a feeling, it’s an attitude choice. (Write this one on your MIRROR!)
Prior to his post at Manchester United, he managed Aberdeen, a Scottish Football Club. He learned about the importance of ZOOMING OUT to lead. My emphasis in bold…
Watching is (an) underrated (leadership) activity…it costs nothing. For me there are two forms of observation: the first is on the detail and the second is on the big picture. Until I was managing Aberdeen and hired Archie Knox as my assistant manager, I had not appreciated the difference between watching for the tiny particulars while also trying to understand the broader landscape. Shortly after he arrived at Aberdeen, Archie sat me down and asked me why I had hired him. The question perplexed me, until he explained that he had nothing to do since I insisted on doing everything. He was very insistent… Archie told me that I shouldn’t be conducting the training sessions but, instead, should be on the sidelines watching and supervising. I wasn’t sure that I should follow this advice because I thought it would hamper my control of the sessions. But when I told Archie I wanted to mull over his advice, he was insistent. So, somewhat reluctantly, I bowed to his wishes and, though it took me a bit of time to understand you can see a lot more when you are not in the thick of things, it was the most important decision I ever made about the way I managed and led. When you are a step removed from the fray, you see things that come as surprises– and it is important to allow yourself to be surprised. If you are in the middle of a training session with a whistle in your mouth, your entire focus is on the ball. When I stepped back and watched from the sidelines, my field of view was widened and I could absorb the whole session, as well as pick up on players’ moods, energy and habits. This was one of the most valuable lessons of my career and I’m glad that I received it more than 30 years ago. Archie’s observation was the making of me. As a player I had tried to do both– paying attention to the ball at my feet whilst being aware of what was happening elsewhere on the field. But until Archie gave me a finger wagging, I had not really understood that, as a manager, I was in danger of losing myself to the details. It only took me a handful of days to understand the merit of Archie’s point, and from that moment I was always in a position to be able to zoom in to see the detail and zoom out to see the whole picture.
Stepping back to watch from the sidelines is not natural (at least not to me!) This story has powerful leadership insights and implications for all of us.
Ferguson, Alex; Moritz, Michael (2015-10-06). Leading: Learning from Life and My Years at Manchester United (p. 18). Hachette Books. Kindle Edition.
“Every really good, really experienced CEO I know shares one important characteristic: They tend to opt for the hard answer to organizational issues. If faced with giving everyone the same bonus to make things easy or with sharply rewarding performance and ruffling many feathers, they’ll ruffle the feathers. If given the choice of cutting a popular project today, because it’s not in the long-term plans or you’re keeping it around for morale purposes and to appear consistent, they’ll cut it today. Why? Because they’ve paid the price of management debt, and they would rather not do that again.” – From the Hard Thing about Hard Things by Ben Horowitz
I’ve never heard anyone talk about ‘management debt’. What a powerful concept! It smacked me between the eyes! This is a powerful frame for leaders because it puts the notion of DEBT on indecision. Decision/indecision doesn’t just have a ‘cost’; it has a ‘debt’! It allows us to ask, “What debt will I incur in NOT dealing with this tough issue?”
I was re-reading some passages from Peter Drucker in The Effective Executive. He has a chapter on CONTRIBUTION – I hope some of these nuggets speak to you like they continue to speak to me:
“The effective executive focuses on contribution. He looks up from his work and outward toward goals. He asks: “What can I contribute that will significantly affect the performance and the results of the institution I serve?” His stress is on responsibility.” (Note: Peter Drucker lived from 1909-2005. His writing and thoughts on management were visionary and clear and his observations from the 1970’s still represent some of the best thinking on ‘management’ I can find. I’ve left quotations as they were originally printed but wanted to recognize that his writing is very ‘male dominant’.)
“Commitment to contribution is commitment to responsible effectiveness. Without it, a man shortchanges himself, deprives his organization, and cheats the people he works with.”
“The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.”
“To ask, “What can I contribute?” is to look for the unused potential in the job. And what is considered excellent performance in a good many positions is often but a pale shadow of the job’s full potential of contribution.”
And another great guiding question, “What can I and no one else do which, if done really well, would make a real difference to this company?”