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My Director Will Never Go For That

March 16th, 2011

It’s conference season. Too often, I’ve witnessed a person in a session, hearing a great idea being presented – and then turning to me and saying, “I’d LOVE to do that at my place, but my director will never go for it,” typically followed by a sigh.

Don’t get me wrong . . . I don’t claim to know their director or their organization.

But, this person presumably attended this session to learn more about the topic at hand – and while we’ve all had difficult bosses to work with, this person has already cleared a substantial hurdle:  they’ve been sent to a conference to learn more about their field!  A lot of people I speak with would love to be in their shoes!

Whenever you’re approaching your director with a new idea it always pays to put yourself in their shoes first.  What is the likely response?  More importantly, why?  If the answer is no – why is it no?  Is it due to additional cost, staff time, or something else?

You can’t address an objection effectively if you don’t know what the objection is to begin with.

For example, when I speak at sessions about Incorporating Online Giving With Direct Mail, a reason people often give me that their leadership doesn’t want to add online giving has more to do with ignorance:  I wouldn’t give my credit card number over the web, and I don’t think our constituents really want to, either.”

A way to combat this argument is with a one-two punch:  First, by demonstrating industry standards – showing results of a study that demonstrate how pervasive online giving is, regardless of age, for example.  This can be followed up by results of the organization’s own online giving results to counter another common, but ignorant objection:  “That may be true for that population, but it doesn’t apply to our constituents.”  (We’re different.)

It’s also essential to realize that even if you’ve heard – or had – the best idea in the world, it probably isn’t realistic to expect that absolutely everything is going to go your way and be fully implemented immediately.  Once you accept this, you can prioritize your requests and ask for the most important aspects first.  Change can be difficult for people to accept, and it doesn’t always have to do with the price tag.

This is why tracking is so vital.  When you return with tangible, visible results of the success that your proposal is starting to yield, NOW is the time to request that Stage 2 be implemented, and so on.

Of course, you can get these ideas from many sources – not just attending conferences.  You might be inspired from reading various related websites, blogs, taking online training courses, as well as old fashioned networking.  Each person must use the resources they have available to them.

A few days of exposure to the full throttle of session after session at a conference can leave one with a combination of being inspired and overwhelmed, though, when seeing what other very successful organizations are doing with their campaigns.  The thought of trying to implement such changes into your program with staff and/or officers who are resistant to change can even bring about anxiety.

Here are all these wonderful campaigns, strategies and tools – but how will you take them back and implement them, you wonder?  What if you are also lacking the staff and/or budget that they have?  It can seem daunting, if not impossible.

Taking notes during the sessions on how they began their campaigns is always a good idea, as well as asking questions about how difficulties were handled along the way, since all projects have them.  Most presenters welcome being contacted after their sessions, so be sure to take down their information for follow up questions later.

If I don’t see you at NTEN or AFP International in Chicago, perhaps we’ll meet up Pittsburg next month, or Richmond this July, when I am presenting about online giving again?  I can also be reached via my LinkedIn button below.

If you really do have a director who refuses to try anything new – ever – regardless of the idea’s merit, then perhaps it’s time you asked yourself if you should Fix It Or Forget It?  Where do you see your career headed, and can your current position take you there?

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Keep the base of the pyramid strong

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