sw 2013 from mission to marketing

7/27/2019 Sw 2013 From Mission to Marketing

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PROMOTING YOUR CAUSE:

FROM MISSION TO MESSAGE

Do you want to know who you are? Dontask. Act! Action will delineate

and define you. --Thomas Jefferson

Southwestern National Service Training Conference

Denver, Colorado

Bob Shogren

Governors Commission on Service and Volunteerism


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PROMOTING YOUR CAUSE:

FROM MISSION TO MESSAGE

Southwest Cluster Conference

Denver, Colorado

Bob Shogren

Arizona Governors Commission on

Service and Volunteerism


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WELCOME AND

INTRODUCTIONS


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GOALS FOR TODAY Overview of the six practices of high impact nonprofits.

Participants will be provided with a copy of the new

facilitation guide, From Mission to Message (2012), andwill spend time becoming familiar with the curriculum and

format.

Participants will develop ideas and strategies to implement

with their own national service programs.


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FORCES FOR GOOD

http://forcesforgood.net/


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Myth #1: Perfect Management. Some of the organizations

studied were not exemplary models of generally accepted

management principles. Although adequate management isnecessary, it is not sufficient for creating significant social

impact.


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Myth #2: Brand-Name Awareness. A handful of groups

studied were household names, but a few hardly focus on

marketing at all. For some, traditional mass marketing is a

critical part of their impact strategy; for others, itsunimportant.


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Myth #3: A Breakthrough New Idea. Although some

groups come up with radical innovations, others take old

ideas and tweak them until they achieve success.


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Myth #4: Textbook Mission Statements. All of these

nonprofits look to compelling missions, visions, and sharedvalues. But only a few of these groups spend time fine-tuning

their mission statement on paper; most of them are too busy

living it.


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Myth #5: High Ratings on Conventional Metrics. When

looked at traditional measures of nonprofit efficiency, many

ofthese groups didnt score well, because they dont adhere

to misleading metrics such as overhead ratios.


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Myth #6: Large Budgets.We discovered that size doesnt

correlate with impact. Some of these nonprofits have made

a big impact with large budgets; others have achieved similar

impact with much smaller budgets.


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HIGH IMPACT NONPROFITS

The secret to their success lies in how high-impact nonprofits

mobilize every sector of society government, business,

nonprofits, and the public to be a force for good. In other

words, greatness has more to do with how nonprofits workoutsidethe boundaries of their organizations than with how

they manage their own internaloperations. The high-impact

nonprofits we studied are satisfied with building a good

enough organization and then focusing their energy

externally to catalyze large-scale change.


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HIGH IMPACT NON PROFITSTo paraphrase Archimedes, Give me a lever long enough

and I alone can move the world. These groups use the power

of leverage to create change. In physics, leverage is defined as

the mechanical advantage gained from using a lever. In

business, it means using a proportionately small initial

investment to gain a high return. The concept of leverage

captures exactly what high-impact nonprofits do. Like a man

lifting a boulder three times his weight with a lever and

fulcrum, these nonprofits are able to achieve greater socialchange than their mere size or structure would suggest.


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FORCES FOR GOOD

SIX PRACTICES OF HIGHLY

EFFECTIVE NONPROFITS


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FORCES FOR GOOD

SIX PRACTICES OF HIGHLY EFFECTIVE NONPROFITS

1. Serve and Advocate

2. Make Markets Work

3. Inspire Evangelists

4. Nurture Nonprofit Networks

5. Master the Art of Adaptation6. Share Leadership


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Six Practices of Highly Effective Nonprofits


Large-scale social change cannot be

achieved through service delivery

alone.

Bridge the divide between service andadvocacy and become good at both.

Advocacy at the national level helps

with credibility and helps acquirefunding for expansion.


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a note of caution.


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2. Make Markets Work

True altruism goes only so far.

The power of self-interest and the laws

of economics are far more appealing.

Influence companies to do good whileding well.

Influence business practices, build

corporate partnership and developother ventures to achieve social change

on a big scale.


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Build a strong community of supporters who

help achieve the larger goal

Create emotional experiences that connect

supporters to mission and core values,

converting outsiders to evangelists

Nurture and sustain supporters

Not all have organizations that make

involving supporters easy, but most all findcreative ways to convert core supporters to

evangelists and to mobilize super

evangelists.


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4. Nurture Nonprofit Networks:

Dont view other groups as competitors

for scarce resources. Help peers

succeed.

Build networks; devote remarkabletime and energy to advancing your field

Share the wealth, expertise, talent and

power with others it is in your bestself-interest to do so.


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5. Master the Art of Adaptation

Adapt and modify tactics as need to

increase success

Respond to change with innovation

Listen, learn and modify approachbased on external cues.

Adaptability helps to sustain impact


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6. Share Leadership

Distribute leadership within the

organization and throughout external

networks

Empower others to lead Cultivate a strong second-in-command

Build enduring executive teams with

long tenure Develop large and powerful boards

Bridge the divide between service and

advocacy and become good at both.

Advocac at the national level hel s


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Discussion


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Discussion


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Build a strong community of supporters who

help achieve the larger goal

Create emotional experiences that connect

supporters to mission and core values,

converting outsiders to evangelists

Nurture and sustain supporters

Not all have organizations that make

involving supporters easy, but most all findcreative ways to convert core supporters to

evangelists and to mobilize super

evangelists.


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Large-scale social change cannot be

achieved through service delivery

alone.

Bridge the divide between service andadvocacy and become good at both.

Advocacy at the national level helps

with credibility and helps acquirefunding for expansion.


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THE VISIONThe intention of this

project is to provide a tool

for organizations to helpincrease outreach and

impact. This work is

dedicated to all of those

visionaries at all levels

and in all positions that

do so much for our

country, our states, our

communities, and our

citizens.


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Our real power as a people comes

through voluntary associations. Our

personal freedoms would be protected if

we could voluntarily resolve the

problems of society, rather than permit

the heavy hand of government to do it

for us. --Alexis de Tocqueville


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... it ought to be the happiness and glory of a

representative to live in the strictest union, the

closest correspondence, and the most

unreserved communication with his

constituents. Their wishes ought to have great

weight with him; their opinion, high respect;their business, unmerited attention. It is his

duty to sacrifice his repose, his pleasures, his

satisfactions, to theirs; and above all, ever,and in all cases, to prefer their interest to his

own

--Edmond Burke


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Promoting Your Cause Mission To Message

Workshops:

1. Introduction and Purpose

2. Ownership and Objectives

[PRESENTATION SCHEDULING]

3. Components of Successful Presentations4. Presentation Planning

5. Presentation Practice

[PRESENTATION TO LEADER]6. Reflecting and Evaluating


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Workshop 1: Introduction and Purpose1. Reflection on inspiration and voice

2. Practice highlighting platform skills

3. Begin crafting presentations by incorporatingsuccessful components into a prescribed

outline

4. Identify and share information about stories

and data to be integrated into presentations;5. Learn visualization technique to enhance

performance


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Workshop 2: Ownership and Objective1. Identify and select an important issue(s) as a

topic(s) for Presentations

2. Identify and select civic or community leaders tocontact

3. Develop a plan of action and timeline

4. Complete follow-up tasks


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Workshop 3: Successful Presentations1. Understand what makes a powerful or

compelling presentation - and why

2. Reflect on the qualities and skills ofsuccessful presenters

3. Follow-up tasks from Workshop 2 regarding

final decisions about presentation topics and

calendar/planning items4. Share knowledge about organization and/or

presentation topics


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Workshop 4: Presentation Planning1. Reflection on inspiration and voice

2. Practice highlighting platform skills

3. Begin crafting presentations by incorporatingsuccessful components into a prescribed

outline

4. Identify and share information about stories

and data to be integrated into presentations5. Learn visualization technique to enhance

performance


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Workshop 5: Presentation Practice1. Rehearsal role-plays of simulated

presentations (to community leaders)

focusing on delivery, style, presentationdynamics, performance with observation and

feedback (an integral part of small group

rehearsal process)

2. Primary follow-up task: Completing (site visit)presentations to selected community or civic

leadersprior to Workshop 6.


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Presentation toLeader


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Workshop 6: Reflecting and Evaluating1. Reflect upon, celebrate and report about

presentations

2. Develop a plan to continue to hone skills andconduct educational meetings with civic or

community leaders

3. Consider the need for, or appropriateness of

adjusting presentations to accommodatedifferent public speaking opportunities


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Discussion


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Conclusion

sw 2013 from mission to marketing

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