Management

There is a Little Britain TV sketch showing the funny side of what passes as customer/supporter service in modern Britain.  Basically, it parodies the fact that many front line staff appear to have been totally disempowered when it comes to dealing with the public. 'I can't do anything as it's a system-generated decision...' is heard from call -centres all too frequently. This provokes two questions:

1. Do organisations think that supporters and customers care in any way shape or form that THEIR system is the problem?
2. Do the same organisations think customers and supporters can be placated by hearing that it's the computer's fault?!?

Watching the international match between South Africa's Springboks and the New Zealand All Blacks this week, it struck me just how many similarities there are between charities and rugby teams. I'll avoid the obvious comparison between boisterous team meetings and a scrum but here are a few observations that I think we could learn from.  What do you think? I'm stating the completely obvious but neither rugby nor being an effective charity is an individual sport.  The best single player is wasted if their team mates aren't getting the ball to them.  The effectiveness of an award-wining fundraising director can easily be hampered by demotivated staff who don't deliver to their potential.

Harvard Business Review's Management Tips of the day on 21st July included '3 Ways to Convince a Skeptic'.  Overall I agreed with two out of three but I honestly don't think that stroking egos works more than the first time you try it (unless your sceptic is unperceptive and stupid). That's because 'convincing' is about more than persuading. 

In the worlds of marketing, fundraising, communications, sales and lots of other organisational affairs, it's about engaging with the sceptics sufficiently so that they will act in the way you need them to.

I love the coverage generated by Ken Burnett's comments at the Institute of Fundraising Conference about how we should be generating more complaints!

The point is not, of course, to generate complaints for the sake of it. The point is that our marketing, campaigning and fundraising messages need to be sufficiently challenging, compelling and, when appropriate, hard-hitting to attract the attention of the people they're aimed at! And more often than not they aren't. Check out a few of the masterclasses on the SOFII website and you'll see that the seminal campaigns did not usually mince their words.

Last week, I came across an interesting article written by Suzanne Lucas on the BNET site entitled "9 signs your HR manager is terrible". In a nutshell, it's about how a commercial HR function doesn't always help the business achieve it's goals.

If you take a look you will immediately notice that it's fairly commercial and yes, a little USA-centric but there's a lot here other sectors and cultures can learn from. I'm no HR expert but like many, I've led and managed plenty of people and worked in lots of teams across commercial and non-profit sectors.

Consequently, the article got me to thinking about how some of the organisations I've been exposed to over the last 20 years have maybe missed the 'people' point. Here's my top five tangible things we don't always seem to do to focus on our people as the best way of helping us to meet our bottom line objectives, whatever they are. (Incidentally, by "HR", I mean the people in your organisation who are responsible for HR-type tasks - I know we don't all have a dedicated HR department)

As we’ve seen from recent reports from the Charity Commission, despite feeling the effects from the economic downturn, very few charities are considering merging. Why?

Catching up on some long overdue reading this weekend, I spotted an article in Third Sector magazine by Sophie Hudson under the headline:

Nuisance marketing charities face fines

It transpires that The Information Commissioner’s Office (ICO - the team that polices the Data Protection Act) has been granted new powers to fine organisations for ‘making unwanted contact with the public’.

This could be huge news for all organisations that run individual marketing or fundraising campaigns for four reasons:

In a blog for the Harvard Business Review, Professor John Kotter suggested that business people, in order to accept the need for change, sometimes need to "feel the need for the change" as well as understand it financially and intellectually.

I think there’s an alternative view here and that’s about acknowledging that the approach Professor Kotter suggests is pretty much what any successful charity does to build its campaigning, communications and fundraising success.

You have a job to do — raising funds for your organisation — and as much as any job it depends on technology.

Dear Trustees and Executives

The Sunday Times this week published its list of the top 100 third sector places to work, 76 of which were charities. Whilst the authors wouldn't pretend that the findings are representative of every single charity in the UK, they might help us (I am a Trustee too) as a collective of leaders to think about the factors which make our organisations positive places to work. It seems that there are still significant differences between the commercial and not for profit sectors in terms of what motivates people to work there (no kidding) so I recommend we start focusing on these:

• Charity staff value highly the opportunity to give something back. Perhaps we can make the results of their contributions more specific and more obvious? I'm thinking internal communications, appraisals and reviews... simple and sincere thanks?
• The vast majority believe their organisation makes a positive difference to the world - surely something that we should reinforce with evidence and beneficiary stories wherever relevant to ensure staff stay engaged with the cause.