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    The Nonprofit Exchange: Leadership Tools & Strategies

    The Nonprofit Exchange is built for nonprofit leaders, board members, donors, and interested parties.

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    Latest Episodes:
    Increase Your Reach and Donations Jul 16, 2017
    Show notes

    Increase Your Reach and Donations: Learn About How to Get $10K in Free Adwords [caption id="attachment_1523" align="alignleft" width="150"]Pip Patton[/caption] Pip Patton and John Zentmeyer will share secrets about how to get $10K in free Google AdWords monthly and how to drive more traffic to your website for more engagement and more publicity. Their company, Search Intelligence LLC, based in Tampa Florida, is a digital marketing agency. 'We believe that marketing in today's digital age should not be confusing to utilize and benefit from.' We help you accomplish this by offering digital marketing services that are easy to understand and implement. Our services start with SEO and include optimized website design, social media management, video marketing and traffic analysis so you can make informed decisions about your marketing strategy. We also work with non-profits by helping them apply for and obtain a Google Grant. A Google Grant is a grant of $10,000 in AdWords advertising each month for your non-profit. You can use the grant to promote your non-profit and gain more exposure online; increase awareness, recruit volunteers, promote special events, etc. Notes from the Interview Why do we care if people come to our websites? Need for visibility brings more of people you want to see, online is where people are looking. Not ranking on Google is like being 100 miles off the highway with no lights turned on. No one can find you! You can’t get the word out on your work if no one can find you. How do you figure out who to attract to your website? Extensive interview with client, create keywords and Adwords to drive traffic, find out what people are searching for through online research, very few people aware of what prospects are searching for and tax status is not a factor. Online is where more search for info takes place! 1. What is a Google Grant and How Do I Apply? Google’s way to give back to the community; $10,000 month available to 501(c)3; keyword bids restricted to $2 or less; must find enough keywords to use all of the funds. Qualifications - verify status as charity; apply online; campaign (Adwords) must be ready to go when launching 2. What is SEO and why do I need it for my charity or church? Paid v. Organic Search priority given to paid; Ranking based on most relevant to search according to Google who cater to their own customers; can use best keywords when they are paid for; Google rates the information you provide, you have to build authority; organic search provides 5 times amount of results as paid search; you have to build credibility through your results; good information adds to your authority! Facebook uses pixels attached to your website to build a “smart dat profile.” Google does not do this for you. LinkedIn relation to Google - optimized profiles are critical to building authority, it helps develop authority Organic Reach - Basics Clarity around what you do needs to be clear to Google tech; links back to high authority sites on subject helps (on page SEO) must be relevant and valuable; Google grades authority based on links from other sites, social media, or blog posts that are shared or other shared information. This all takes time using SEO. Only 18% to 20% of traffic comes from paid search. The rest is organic! The top 3 get the lion’s share! Analytics tell you what people type in to find you. Free tutorials available from Google. One-third of searches on monthly basis are different from anything they’ve ever seen before! QUUU.com Buffer and QUUU work together How do people learn how to do SEO in a way that helps them? Creating a presence on the main social media sites use tools like Buffer (link posts to other sites); Quuu - (Aggregator of articles and information for curation); make sure you include some original content that increases engagement Basic Visibility Enhancers - get more than one account (the Big 5; Facebook, LinkedIn, Twitter, Google+, and Instagram); have accurate info on all sites; hire  someone who has expertise because everything changes frequently Algorithms for mobile and desktop differ, mobile friendly search is more important all the time; by 2018 it will dominate rankings; far more searches on mobile than desktop! Closing Thoughts - (John) Go through strategy form to provide the types of information they need to provide good service; stay in your wheelhouse and focus on what you know, let your SEO experts to help you get where you need to be; search terms most relevant to you Closing thoughts - (Pipp) - Take time to analyze your site and other information; video is a great tool for conversion, less than 2 minutes is best when it is engaging, speak like you are having a conversation with a single person; video drives up conversion considerably. Contact Information Search Intelligence, LLC 1520 W Cleveland St Tampa, FL 33606 (813) 321-3390 http://www.si-5.com The Interview Transcript NPC Interview with Pipp Patton & John Zentmeyer Hugh Ballou: Welcome, everyone. We are talking nonprofit language. Our guests tonight are two distinguished-looking gentlemen, Pipp Patton and John Zentmeyer. They are in Florida on the Gulf Coast and in central Florida. They have a very defined expertise. I met Pipp on a couple trips in Orlando doing some interaction with CEOs. You must be a CEO if you are in that group. This company you have, tell me what the name of it is, what inspired you to launch this company, and a little bit about your history and expertise that you bring to this very specialized space. Pipp Patton: Thank you for having us on. My background: Over 20 years ago, I was actually in the yellow pages business. I used to work with small businesses, helping them promote themselves and growing through the vehicle of yellow pages back when the yellow page directory was the search engine of choice. Then that changed about 10 years ago. At that time, I was transitioning out of yellow pages. I enjoyed working with business owners, and the technology and the digital arena was of great interest to me. I studied it and tried to learn it. I have been now working about seven years or so in that arena with an agency model, where I help businesses be found in Google search primarily. Hugh: I used to buy yellow page ads when I had a camera shop. It was the go-to place to find out who to hire and who to solve your problems. That was a unique spot. You transitioned from that space? Was that a direct transition to the digital marketing that you do? Pipp: Yeah, pretty much. At that particular time, I left yellow pages because the company I worked for got bought out by someone else, and they didn’t treat their new acquisition people real well. So it was a good opportunity for me to leave there. At that time, my mom needed some attention and care, so I decided to stay home and take care of her. Shortly thereafter, I had been studying digital marketing and had a couple of people that I met that really needed help in that arena. I helped them, and the business evolved from there. Hugh: Awesome. To fall into that. John, you are part of this team. Talk about that. What brought you to this place? John Zentmeyer: Directly, Pipp brought me to the place. Pipp and I have done business together off and on, many different ventures, always been good buddies, and always enjoyed bouncing business ideas off each other for over 30 years now. Last year, I was making a transition, and I have owned several businesses. At the time, I was working with a group that I thought I would be at for the rest of my career, but that doesn’t always happen. But Pipp and I had always talked a lot about what he was doing and what was happening in the SEO world. All my career, I have looked for ways to bring large ROIs to companies or to my clients. SEO is a great way to do that. I have always been in the technology world, mostly automation, but this has been a lot of fun, and we have enjoyed working closer together. Hugh: Russell Dennis has been stalking you, so Russell, what did you find out about them online? Russell Dennis: John said wonderful things about Pipp online. It’s a glowing testimony. There are a number of things. There is this track record of years where you have been getting premium results. Coming from the yellow page world, I saw yellow page ads in my sophomore year of college. I made a truckload of money that summer. This was back in 1995 of course. Pipp: That was a good time to be in yellow pages. John: It probably wouldn’t work as well this summer. Russell: Probably not. I would probably go hungry over the summer. You see things like Yelp, but everything is a known directory. The only real power in that stuff is in the testimonials and getting credibility. Hugh: Awesome. That is back when a truckload really meant something. A truckload of money was worth something. Russell: That was before the exchange rates went to pot. Hugh: Oh gosh, yeah. Guys, we sent out an email today and one just a few minutes ago to tell people they could get $10,000 of free AdWords. We are going to talk about that. These are people who are in what we call social benefit work. They are running a membership organization. It has a tax-exempt status. They are running a church or synagogue, a community foundation, a cause-based charity. There are lots of people who are in education or government organizations, like down the road from me, we have an agency on aging, my peer group. We have a lot of people doing really good work. Why should we care that people come to our website? We want to direct traffic, but let’s talk about why people come. Who do we want to attract? Let’s take it sequentially. Why do we care, and then who do we want to bring to our website? Pipp: Whether it’s a nonprofit or a regular for-profit business, you need more customers, more exposure, more people to know who you are and what you do. Whether they have an interest in perhaps volunteering or donating or being involved in special events that you have, taking advantage of what you may teach, all of those things are there, so having a higher profile online will bring more of those eyeballs and ears to you. If people want information about anything, they are online. John: Take it one step further. Having a website online and not being ranked in Google anywhere is like having your nonprofit or for-profit business ministry, whatever you’re doing, out in the middle of a very dark desert with no lights. So you cannot be found. If you are providing a service for somebody in a nonprofit arena, then the idea is you want people who are looking for that service to be able to find you. That is the biggest reason that you want to expose yourself on that side. Doesn’t matter what you’re doing. If you’re doing for-profit, you want people to be able to find you. Hugh: There are lots of really good organizations doing really fine work that nobody is aware of. It would occur to me that PR is one good reason. I know people will support the cause they believe in. If they can go to somebody’s website and see the impact of the work of the charity—who are we serving, what problem are we solving—how do we figure out which people to attract to the website? That matters a lot, doesn’t it? Pipp: It definitely does. In our world, what John and I do, generally when we work with an organization, they are telling us what people are searching for to find them, or at least the basic concept. We will build campaigns around that. If we are doing SEO, then we are going to work to make their site visible for certain keywords, as an example. In the AdWords arena, it’s the same thing. You are bidding on keywords to become visible in a search. If somebody is new to an area and is looking for a specific type of denomination, they may go online to see what’s around them. If you’re not visible, you just missed out on a new member perhaps. Hugh: There are a lot of choices in life today, aren’t there? Pipp: There sure are. Most businesses, or organizations if you will, today I find aren’t really aware of how many searches there actually are online for their service or product. It’s the single largest pool that exists of prospective new customers, clients. Those are interchangeable words, even in the nonprofit world. It equates to the same thing. If you have a business or an organization, and you are working in a certain arena, there is more search for that information about that online than there is anywhere else. Hugh: Awesome. John: Hugh, you can relate to this. What happened when you got a yellow page ad? Hugh: People would call me up and say, “I see you have this.” John: They found you. Hugh: That was the go-to place. We actually went to the yellow pages last week to look for some resources for moving. We put out a line that people get $10,000 in AdWords. Talk about that program. I have one of these grants, and I don’t know how in the world I got it. Somebody helped me get it. I am still learning how to work it, but I am spending $10,000 a month. Talk about that program. How do people acquire that grant? Pipp: It’s a terrific program by Google. This is their way of giving back to the community at large here in the United States .it may be available overseas, too; I’m not sure of that. It’s a grant that they offer to any 501(c)3 for $10,000 a month to use any way the organization sees fit. The determination of the success of any advertising campaign is totally up to you. Google is providing that. The only restriction they put on it is that you can’t bid on a keyword that is more than $2. Now depending on the area you live in, larger areas, certain keywords that might fit your organization might be highly competitive, and they would be well in excess of $2. But just as you found, Hugh, if you work with somebody who understands how to dig out the keywords that still fit the proper niche that you are going after, you can find enough keywords to bid on to utilize those dollars. Hugh: I think I have 24,000 keywords in all of the things that are related to us, and we have an average position of 2.5 on a search. Pipp: That is terrific. That is very good. And you are working on a national level, correct? Hugh: I’m working with anybody who speaks English. We got Philippines, Australia, New Zealand. Pipp: There are many organizations who would be able to take the same approach. If it was a local church or synagogue, an organization like that, they might be more defined by a geographic area. But still, the exposure that they can gain from that is just fabulous, and it is a really terrific program that Google has put out there and made available to all the 501(c)3s. Hugh: How do you get it? How do you qualify for it? Pipp: It’s an application process. They just have to verify you are truly a legitimate 501(c)3. Doesn’t matter what you are promoting or what you’re about. We actually offer that service to nonprofits where we will do the application process for them. We don’t charge for that. We are pretty successful. We haven’t had anything not approved so far. Along with that application process, you have to have a campaign that is ready to go. Google sees there is a campaign in place that you are ready to turn on the minute they say yes. John: An AdWords campaign. Pipp: Yes, an AdWords campaign Hugh: You can register for that for free. If you do it on your own, you pay per click. Russell, they just slipped something in there. Did you hear what I hear? He said they do it for free. Pipp: Maybe we shouldn’t have said that, John. What do you think? John: It’s a little too late now, Pipp. You can’t put that one back in the bag. Pipp: I will say this. We don’t manage campaigns for free. I found a lot of people- The application process can be confusing to them. You can’t even begin until you get approved. We have at least been able to figure that out and are willing to do that for anybody. They can manage their own campaigns. When you get int…

    Full show notes at the publisher

    Interview with Les Brown Jul 09, 2017
    Show notes

    Interview with Les Brown Hugh: Hi, this is Hugh Ballou again, and this is a very special episode of The Nonprofit Exchange. I have over here my good friend, Les Brown. And Les is going to share with you this movement that he has initiated. Over here, my new friend Tamara Hartley. Les? Les: Yes? Hugh: We have been capturing ideas on the storyboards about this project that you have got in mind. Tell people what this project is. Les: It’s a project that is designed to make a greater impact on people on the general population and helping people to develop the tools, mindset, skillset, and collaborative, achievement-driven relationships that will allow them to create the greatest version of themselves. This is the era that the late Peter Drucker calls the Era of the 3 C’s: accelerated Change, overwhelming Complexity, and then Competition. With all the changes taking place with technology—according to the Department of Labor, over 20,000 people are losing their jobs every day, and 50% of the jobs that now exist can be done by robots—when we look at the advance of artificial intelligence and cheap labor abroad, people literally are now in an entrepreneur’s era, and they have to begin to expand their skillset so they will be able to handle what is required to be in this global economy where accelerated change is taking place. Hugh: It is so true. You see it happening every day. Les: Yes. Hugh: Every day, there is massive changes. You have a special passion for those people who are incarcerated and continue to be incarcerated. Talk about that. Les: We incarcerate more people in America than anyplace else in the world. We are making people bitter rather than better. I believe that we have to develop a higher level of consciousness on how we deal with people that have made some bad choices. My goal is, to people that are incarcerated, if prisons will allow me, to have my programs in the prison that will change their mindset, teach them how to become an effective communicator, how to develop positive, collaborative, achievement-driven, supportive relationships, how to earn money online as entrepreneurs, and how to dress like a prospect rather than a suspect. Hugh: A prospect rather than a suspect. Les: Yes, because the truth is, when people get a criminal background, they are not going to get any jobs. If they do, those jobs won’t pay much money. These individuals are not going to starve to death. They are going to find a way to feed themselves. As a result, that is why the recidivism rate is over 80%. If you had a factory that was producing products, and 80% of the products came back defective, you wouldn’t continue to use that process. There has been a slight change in how we are dealing with people that have made some bad choices in our society. Rather than throwing money at caging them, they are now looking at the possibility of helping them to learn how to read because over 76% of them are functional illiterates, giving them the skillset and giving them some support to help them to be reintegrated into society. If you go to jail, you can’t stay in public housing. If you apply for a job, you have to put down that you have a criminal background. Most employers will say, “We’ll call you. Don’t call us.” They are penalized throughout their lives, even after they have paid their debt to society. That’s not fair. My mother was once incarcerated. She sold home brew and moonshine and wrote numbers when she could no longer work at the M&M cafeteria. That was a tough time. I became a man at ten years old as a result of that. Seven children in a house that no longer had the guardian, the person who took care of us. She adopted seven of us. She said that she made a commitment when she did that that we would never go to bed hungry, and we did not. We would always have a roof over our head, and we did have that. That was a gaff in our lives that was very painful and challenging. There are a lot of good people who made some bad choices, and I believe the world consists of the caught and the uncaught. I have made some bad decisions in my life. I did some stupid things when I was younger. Thank God I didn’t get caught. I believe that God was looking out for me because when I go to the bathroom, I leave the door open a crack. I do it all the time. What did Retta say? If you can’t do the time, don’t commit the crime. Hugh: Les Brown, you have this magical ability to put concepts into powerful words and to communicate it to people. I have been in groups that have just been so excited. I know that people write you and people speak to you about how you have inspired them. Something you said, and the content you gave them, gave them substance to get them out of where they were. It’s a mind shift, isn’t it? Les: No question. To put it in another context, you are expanding their vision of themselves. When people are going through a tough time, they have a tendency to expand and exaggerate the circumstances they are going through. When I speak, my goal is to expand your vision of yourself, to begin to see that there is greatness in you, that you are greater than your circumstances. You are better than anything you are going through now or in the future. You have to affirm to yourself. I have dealt with cancer on a regular basis for 21 years. My affirmation is: “This will not get the best of me.” I have to say this to myself, “I refuse to allow this to live in my life. I am stronger than this.” We have to, I believe, program ourselves and talk to ourselves to get through the stuff we are dealing with because things are going to happen to us. Forrest Gump is right, “Life is like a box of chocolates. You never know what you’re going to get.” Greater is He that is in us and the He that is in the world as a presence. There is a power that we all have within ourselves that we have not been trained how to access so that we can rise above what we are going through and live our lives from the inside out rather than living our lives from the outside in. You have to discipline yourself not to get caught up and buy into what I call the weapons of mass distractions. There are so many things that will distract you and tell you that you can’t handle this or deal with this. You have to harness your will. You have to say to yourself, “I am going to get through this.” When life has been kicking my butt, no matter how bad it is, I have an affirmation, “I am going to make it.” When I say that, I think about my mother because she went through some tough times, raising seven children that she didn’t give birth to. She had a third grade education, was a domestic worker, and had arthritis. She would say, “Arthur is bothering me.” I would ask her, “Mama, who is Arthur? You are always talking about Arthur.” She said, “Don’t worry. If you live long enough, you’ll find out.” I have Arthur in my right butt. In my behind. You know what I mean? On the right side. I was at a church service, and this lady was a healer. So I decided to get in line. She asked, “Can I help you?” I said, “Well, just touch me at the top of my head, and the healing power will go through my whole body.” She said, “I want direct impact.” I said, “Well, I have prostate cancer, and I have arthritis in my right butt.” She said, “Touching means the same.” She was not going to touch me in the groin. Hugh: Oh my. Les: This is real, I’m telling you. She gave me some prayer cards, which I still have in my underwear right now. I was going back and forth on the stage. I saw people laughing and looking past me. This was in Detroit. I asked, “What are you laughing at?” These prayer cards that I had paid $3 for had slipped out of my pants, and I had a line of prayer cards going across the stage. I said, “You all can laugh if you want.” I picked them up and put them right in my underwear. 21 years of kicking cancer’s butt. Hugh: Your whole life is changing the paradigm because of your determination and your vision for yourself. Les: Yes. Hugh: We are in Cleveland, Ohio. We spent a chunk of yesterday letting you download your vision. This is a foundation that you are starting, but it’s bigger than that. It’s more like a movement. You are talking about 80% return to prison. That is a crisis. Les: Yes. Hugh: And you’re doing something about it. This is an official notice. We haven’t named it, but you are launching the Les Brown Foundation that provides support. You are going to invite people to participate in this movement with you. We are in this room in Ohio, and we have had some really powerful conversations. This is a huge vision, Les. I have worked with charities for 31 years. This is the top of the heap. This is powerful. Why am I here, and why is Tamara here? Les: The two of you have a skillset that I don’t have. You are very knowledgeable and experienced in this area of how to set up a nonprofit, along with Sherita Herring. Part of what I want to do, two people that I know who have integrity and experience and the skillset and other relationships that I don’t have, and that can teach me. I have asked for help, not because I am weak, but because I want to remain strong. Ask for help, but don’t stop until you get it. I could have gone on to set up a nonprofit; a lot of people do that. But I wanted to do it in the right way. I wanted to have a system and a level of transparency. When people contribute to the work that we are going to be doing, they will know beyond a shadow of a doubt that the money is going where we said it will go. I believe that when you are going to do something of this magnitude, you need people in your corner that can help you do that, that know things that you don’t know, and can set it up the right way so you can accelerate your level of success. You and Tamara are two individuals I strongly believe in. I met you at CEO Space. When we look at putting something together that will outlast you—to me, greatness is living your life in such a way that the things that you create, as one Russian author said, will not be undone or destroyed after you’re gone. We are only here for a limited amount of time. I had a plan of doing an event with Wayne Dyer, and we talked about doing a PBS Special. We put it off for several months. He finally called me and said, “I am coming to Orlando. Let’s get together and do this PBS special.” Two days later, he had a massive heart attack. We have to seize the moment. I am 72. I look much younger because I don’t believe in gray hair. There is no shade in my gait. I travel around with mascara in my pocket. If any gray hair comes out, I will touch it up in a heartbeat. The only three gray hairs that show up are in my eyelashes because I haven’t figured out how to do that yet. But I’m thinking about working on getting me some Mary Kay and hooking this stuff up. My goal now is about leaving a legacy. What will be different because I came this way? I have been thinking about that as a 21-year cancer conqueror, because of God’s grace and mercy. My goal is to live a life that they could say, This guy, because of his passion and his commitment to help transform people’s lives, like somebody transformed his life, he made an impact. There are people as a result of going through his training or hearing him speak that they were never the same as a result of being in his presence. I want to make my life mean something. Most people after they die, about two or three weeks later, because their lives were so inconsequential, they just worked a job, paid the bills, and took care of the family. One day, they were out of here. I don’t want it like that. I remember talking to my daughter on the telephone, and she said, “Dad, I am here in traffic, and there is a policeman on a motorcycle in the middle of the road. He is obviously stopping traffic for a funeral procession to come by.” I said, “Okay.” She said, “I think I’m going to be here a minute.” All of a sudden, she said, “Whoa, wow.” I said, “What’s wrong?” She said, “Nothing’s wrong. A hearse just went through. Only one car was behind it. When I die, Dad, I want, because of how I live my life, there to be a long procession of cars and people coming out to celebrate my life, that I was here in the difference I made for them.” I said, “I understand that.” That is what I want. When I go, people will come out to celebrate my life because I did some good stuff. As evil prevails, a lot of good men and women do nothing. There is a lot of good that all of us can do. But one of the things that I think about often, a lady that flew over from Australia for me to train her in speaking, I asked her, “Why did you select me? There are a lot of people all over the world.” She said, “I saw you on YouTube speaking in the Georgia Dome, and you speak from your heart. Therefore, I want to learn how to speak from the heart as well.” I said, “I can teach you how to do that.” Then I stopped and said, “What is your why? What is the reason you want to discover your power voice?” She said, “When I saw Dylann Roof, a young white kid who went to an African-American church and killed nine black people, “I felt there should be another person on his side standing before the judge. He was not born with that level of hatred in him. Somebody was in his ear. Somebody twisted his mind.” Then she paused and said, “I believe the world is as it is not because a few people are violent. I believe the world is as it is because too many people are silent.” When she said that, that really grabbed me. That gave me goose bumps. I want my voice and the voices of the people I train to be a chorus to create a different kind of mindset on the planet. I believe that can be done in our lifetime. Hugh: What we are here to set up is a way for people not only to be at your celebration for your life, but to continue the celebration. In Africa, there is a saying, “When a man dies, they burn his library.” We are not burning your library. We are building it up. Les: In fact, put them in my casket with me. I tell my kids, “When I die, don’t let them do anything with me until you come down to the morgue to identify my body. To make sure that I’m gone, put a microphone in my hand. If I don’t sit up and say, ‘You’re gonna be hungry,’ you can say that Dad’s gone.” “How do you know he’s gone? Did you check his pulse?” “No, we put a microphone in his hand and his mouth was still closed.” Hugh: Oh man. You have touched the lives of so many people in person. Like you said, your YouTube and Facebook and videos that are online, people view them. When I say Les Brown to people, they are like, “Oh yeah, I saw that video.” That is one way to live on. But what I have discovered, I have known you for a number of years, and you mentioned CEO Space. I have had to follow you twice on stage. Les: You called me your opening act. Hugh: That’s right. You gave me a high five. I knew you’d either love it or hate it. Les: I thought you were quick on your feet. I saw another speaker, this former mayor of Detroit, Colman Young. He had to speak to a group of cosmetologists, all of these females. As he was coming up on the platform, he tripped and fell. Everybody gasped. When he got himself together and came up to the microphone, he said, “Obviously I have fallen for you.” I said, “You go, boy.” That was awesome. Hugh: In this last day, my appreciation for Les Brown has grown deeper, not only for your ability to recall tons of profound quotes that are relevant to what we are talking about, but also the depth of your knowledge, perception, and experience. You know what you’re talking about, and you have paid the price. I knew that. Now I really know that. I always believed it. I know because I had to follow you that you made me a better me. The first time you talked and left, and I had to come speak an hour or so later, I was getting dressed, and I was trembling. You had this group going, man. They cooled off and came back and were like, “Who is Hugh Ballou?” I looked in the mirror and I said to…

    Full show notes at the publisher

    Creating a Position of Influence on LinkedIn Jul 05, 2017
    Show notes

    Free LinkedIn Infographic http://szeak.com/profile-infographic/ Contact Doug Brown doug@szeak.com Doug’s 5 steps for LinkedIn contacts: Profile Find Your “Perfect Customer” Contact Requests Contact follow-up Message Move Conversation Outside of LinkedIn Nonprofit Chat with Doug Brown The Interview Transcript Hugh: Greetings. Russell Dennis and Hugh Ballou are back. As normal, we are interviewing someone that has really good content. Tonight, our guest is Doug Brown. Doug is an expert in a number of areas. I have known him for a few years. Every time that I have a conversation with him, I learn a lot of stuff. I want you to take notes. There will be some infographics and other things you will be able to take advantage of. Go to nonprofitchat.org if you want to see the notes and the transcript. Doug Brown, welcome to the Tuesday nonprofit chat. Doug: Thanks, Hugh and Russell. It is a pleasure to be here tonight. Hugh: Tell us a little bit about you. You run Newswire, and you have this really secret power with LinkedIn. Give us a sense of who you are and what your skills are. Doug: Well, I have been in Internet marketing since there has been Internet. Our first project was in 1995, and that is about the start of Internet marketing. I have been around the Internet and trying to figure out how to capitalize on the resources there for a long time. I hate to date myself, but I wasn’t really young when I started doing that either. At any rate, in 2003, we started a company—I was involved when it started—of Newswire Network. Newswire is a press release distribution program. It goes to Google News. It syndicates press releases on behalf of other people across the web and in the real world also. Newswire has been a fairly successful company. It has been around for a long time. We experienced some meatier growth in the last few years, and almost all of that is attributable to what we did in LinkedIn. You and I have been talking about that a little bit, and I appreciate the chance to share what we have learned about LinkedIn and connecting and social marketing. I think all those things are applicable to anyone who is trying to form relationships and trying to monetize their relationships, whether it’s in a for-profit setting, a nonprofit setting, or just about anywhere else. That is my background. I have been in journalism and Newswire almost exclusively for the last 13 years. But like I say, part of running any business is finding people to pay you to use your service. We figured something out about LinkedIn that may not be totally unique. I am sure other people have figured out similar ways to utilize the platform, but maybe what is unique is I am willing to sit here and talk about it. Hugh: That’s awesome. I see a lot of people on all social media, and LinkedIn is no exception. It is social. Social means relationship. I get tired of people hammering me with stuff. The expertise that you bring to clients is how to build relationships and how to build your sphere of influence because in charities, we want to have donors, we want to have board members, we want to have volunteers, we want to have stakeholders who are participating. That ain’t going to happen if we haven’t built a relationship and understand what their passion is. Russell has spoken about that in previous sessions, about how do we connect with a passion of the people who really could serve us well. We are going to talk primarily about LinkedIn tonight… Doug: Let me just pick up on that and emphasize that that is exactly true. When we started seeing some growth in our business is when we decided we are going to start forming relationships with people rather than just trying to present them with *audio issue* And that is what social networking and specifically LinkedIn is great for. We talk about some of the differences between LinkedIn and other social networks. It really is social first, and you have to remember that. Hugh: It is. There are so many people who don’t understand that. We actually repel the people we are trying to attract. Before we get into this LinkedIn, I have some questions for you. Doug, let me touch on Newswire for a minute before we go to LinkedIn. Newswire.net is the site. What problem are you solving for people with Newswire.net? Doug: Newswire is a way to communicate your events, your news in your words to the media. Even more specifically, to your target audience. There has been a real change in the way media is consumed and distributed. Like a lot of people listening, I used to read two or three or four newspapers a day. Gee, reading three newspapers a day would take 15 minutes now because my local paper went from hundreds of pages down to maybe tens or fives of pages. News is different than it used to be. Even Google News has changed a lot in the 10 or 12 years it’s been out there. It used to be an idea that a press release was prepared and sent out to the local newspaper, the local TV station, the local whatever with the idea that it was going to be republished in the local paper. In a really few number of years, that has changed, almost because there is nobody home at the local newspaper. People consume their news online, and that is one of the great things about Newswire and Google News specifically. Newswire specializes in putting the news of our subscribers into Google News and places where they can communicate their story directly to consumers without having to hope and pray that somebody at the local paper picks it up and republishes it. We are just a publication service. We are a way for people to disseminate the news about their organizations out to the public directly. Hugh: I would encourage people to look at it because it’s very cost-effective. Your reach is enormous. You can audit where it shows up online so people can see all the places it’s been published. Doug: Through the last 15 years, Newswire has created its own weather system, so to speak. We have over 100,000 page views a day on Newswire. A typical release will get 1,000 or more views right on our site in addition to what it gets elsewhere. A lot of the views on our site come from Google News. We are indexed on Google News. People come searching for whatever keywords you happen to use, find it, come to our site, and read the post. We try to design our site in a way so that it’s sticky and people can see related stories. They may come to see someone else’s story and end up on yours. People read on average about four stories every time they visit Newswire. It’s a great way to get your information out there. Like you said, it’s very cost-effective. Hugh: 100,000 views a day? Doug: A day. Yeah. Hugh: You slipped that in there. Newswire.net. We will put the link in the notes for today. I’ve experienced your work with LinkedIn to be a refreshing change with some of these tools that people are using that says, “Hi, I’m so-and-so. Let’s have a conversation. I want to sell you something.” Let me ask you the same question with LinkedIn. This whole thing is creating your position of influence in connecting the people that matter. I reframe the stuff that you sent to me because that is what we are doing with charities. We don’t know how to get out of our own way and tell our message. There are lots of nonprofit leaders and business leaders. LinkedIn is a really good platform. What people are you solving for people with LinkedIn? Then we will go to why it’s different. Tell us what problem you’re solving for people with LinkedIn. Doug: The rest of the resume, the thing that I didn’t really continue on, was we were so successful in building some tools and some ways to do things for LinkedIn that we have taken a few clients that we do this process for. You know a couple people I’ve done that for. Just to continue on there, the problem that we solve through LinkedIn is we help people make the right kind of connections. We help them connect with their target audience. We sometimes call it your ideal or perfect customer. We help them identify that perfect customer and help them create a relationship with that person that over time can be turned into a business relationship of some sort or another. That could be inviting someone to participate on a board or in an event, or identifying and creating a conversation with someone you may not otherwise have had an opportunity to get in touch with. Maybe they run in a different circle or live in a different city, state, or even country for heaven’s sakes. There is half a billion people almost on LinkedIn nowadays. It’s a very different place than the other social networks. You have big numbers on Facebook that LinkedIn will never match, but the difference is that LinkedIn is all about business and for business. Let me throw a couple of statistics out off the top of the head. The people that live in the United States that are LinkedIn members have an average income of $110,000. Hugh: Oh my word. Doug: Yeah. Isn’t that amazing? It’s not a bunch of teenagers. It’s not people sharing kitty pictures. They are about business, and people are there to do business and to connect for business. Yes, the problem that we solve, and the mindset—without getting too far ahead of ourselves here—I’d almost venture to say that 90-some-odd percent of people who are listening to this, if you go back and look at your LinkedIn profile, it reads like a resume. Hugh, that might hit a little close to home. You and I worked on your profile a while ago. Hugh: Yeah, that was a paradigm shift for me. Doug: The first thing to recognize is that unless you are a job hunter, which is a legitimate thing to do on LinkedIn, but unless you are there to hunt for a job, your profile shouldn’t look like a resume. It shouldn’t be a resume. It should be like every other landing page. This has been something I have been doing for 20 years—like every other thing on the Internet. It ought to have benefits. What do I get out of connecting with Hugh Ballou? What’s in it for me? That’s what everybody at the end of the day wants to know: What’s in it for me? So that’s really where we start with all of the people that we deal with and where I will start with our free session tonight. Let’s make sure that your profile is something that invites the right kind of people to connect with you. Telling people that you are the CEO or Executive Director gives them no reason to want to connect with you. If you tell them what you can do for them or what you do for others, now you are starting down the right track. We can talk more specifics with that, but that is the first problem we solve. Trying to get people to use LinkedIn correctly and not as a spot to host their resumes. Hugh: That is a paradigm shifter right there. This has brought out potential conflict in my mind. I have a Hugh Ballou profile on LinkedIn, and I have a SynerVision Leadership Foundation page. Should I have a separate profile for SynerVision? Or is a different page under Hugh Ballou okay? Is that wrong? Doug: I think that’s the right way to do it. I would imagine that a lot of people on this call have connected with Hugh on LinkedIn, and if they haven’t, I invite people to go look at Hugh’s profile on LinkedIn. You will get a good idea of where to start because we spent some time thinking about that and working on it. We have an infographic we will share that gives you that information. It starts with your title. If you scroll through your friends on LinkedIn, you will see titles that say “Managing Partner, Accountant, Business Manager,” all those things. They are resume things. Those things don’t do anything for anyone. Unless they are looking to find an accountant, you better not have Accountant in your profile, even if you are the world’s greatest accountant. Even if you are an accountant and you are trying to make a profile, you probably should do something like, “I save people tax dollars,” or “I help people pay the right amount of taxes.” Give them a benefit. Don’t just give them your resume. Tell them why you are worth connecting to. Why are you worth knowing? Hugh: Yeah. There are people commenting on Facebook about how good this is. Shannon Gronich was here a couple weeks ago talking about her piece on publicity. You are going to be back with us on this on the 25th of July. Doug: I am going to shift hats and put on the PR hat. Hugh: You will be back here with some good folks. You helped me fine-tune the Hugh Ballou piece. So I’m thinking that I haven’t even thought about the piece for my nonprofit. That would apply to that as well, wouldn’t it? Doug: It kind of would. The thing you have to realize is that even if you are General Motors, your company page is not very well viewed on LinkedIn. People are on LinkedIn to find out about other people and not to find out about companies. Your company profile is in my opinion better served through your webpage, so link your profile to your webpage. If you do multiple things, link multiple web pages. The bottom line is still Hugh Ballou is worth knowing because of the benefits you can bring to people, not because you went to MIT. I don’t know where you went to college, I’m sorry. But your resume and where you worked last year is not why they want to know you. They want to know you because of what they can learn from you or what they can get out of you. That is what we focused on. We took a quick run through your profile the other day. That is the way it is. That is what it’s all about. That is what the profile is all about, letting people know the benefits, not the features. People don’t want to know the features. Nobody wants to know where you went to school, what your job title was at your last four jobs. Those are features. They are important to you and probably important to your wife, so I am not trying to take those things away from anyone. But me, Doug Brown, if I want to connect with you, I want to know what I get out of it. What do I get out of it? What are the benefits, not the features? Where you went to school, your last three job titles does not really interest me in connecting with you. Hugh: We had David Corbin on brand slaughter last month and David Dunworth before that. Both of them talked about how we as leaders present the brand. If I am the executive director, or if I am the founder, like I am of SynerVision Leadership Foundation, I represent that brand because we are the nurturer organization for other charities. We help people build their skills, strategy, team, and income. I find that there is so many people. I am coming to Salt Lake City. But Russ has ben a presenter in Florida and in Denver at these one-day leadership empowerment events that I do. I find that leaders are overwhelmed. They have too much on their plate. They want to connect with other people, but they have trouble getting to events. The system you have developed is really brilliant because it helps people form relationships with people who have a similar passion or similar interest, or there is a chance to collaborate and bring people together in a reasonable conversation. You pointed out that Facebook is the social stuff, the kitty pictures, the family shots, and all of that. Twitter, which I like a lot, I have 200,000 people on Twitter, and I have made some significant connections on Twitter, but it is a distinctively different niche. LinkedIn, I have not mastered. If I am hearing you right, it stands out because it’s where business people do business. Doug: That’s exactly right. Everything has its own spot. I have over a million followers on Twitter, but I use it really just to broadcast Newswire news. That is not the same as making connections with people. I put out news, legit news, through my Twitter feed. I don’t use Facebook at all. That is not to say there is not a spot for Facebook for lots of things, but there is not a spot for Facebook in what I think that I do. That is okay. I understand Facebook is well over a billion nowadays, so that would say that a lot…

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    Termites Destroying Your Board? With Steven Rowell Jun 25, 2017
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    Termites Destroying Your Board? Problem: Non-Profit Boards are filled with well-meaning volunteer leaders, whose various reasons for joining are unfortunately, more competing and less collaborative than everyone may realize. Far too many Boards fail to invest in the simple, yet proven and powerful strategies that the most successful and thriving Non-Profit Boards live by every day. Therefore, meetings are dysfunctional, true consensus decisions are almost impossible to achieve, volunteerism and Board involvement declines and staying focused on the most important mission and results of the Non-Profit becomes exceedingly difficult and exhausting. Good News: It doesn’t have to be this way. There are simple, proven powerful strategies, when used effectively and consistently, which eradicate much of the dysfunction, build trust amongst the Board Leaders and enable Leaders to make better decisions, save time and achieve better results, with less stress and drama. Question 1: Steven, as a change management consultant, and after 20 years of serving on Boards and helping Non-Profit Boards become more effective, what do you see as the overarching challenge when Board Leaders are struggling? Fail to Live in Community with Authenticity, Transparency, Humility and Collaboration Definition of Success for the Organization is Not Crystal Clear The Board Leaders Do Not Adequately Understand the “Why” Behind Each Board Leader’s Reason for Joining and Staying Involved Question 2: With the long list of challenges that any Board Leadership can struggle with, are there patterns or distinctions that stand out for you? Most are People Issues—Communication and Interpersonal Relations, especially when the Board Chair or President lacks adequate leadership skills to address these people issues Culturally, not just in the US, we suffer far too much Political Correctness and our cultural norm of avoiding conflict and difficult conversations makes it all the harder for people to wiggle their spinal cords and practice Managerial Courage Organizationally, meetings are run poorly, authority and decision making is not clear, and standards in a variety of ways are simply lacking or non-existent Question 3: What are some examples of a successful use of Standards in Board Leadership? Definition of Success for Organization and Board Leadership Behavior Standards are Clear and Consequences for Failing to Adhere to Them are Real and Crystal Clear—No Triangulation, Carry Your Weight, Humility, Managerial Courage, Failing Forward, Mission First When Dealing with Me—Strengths; Behavioral Styles Question 4: Thinking of the Cultural Challenges you mentioned earlier, what are some proven strategies that you have seen work within Board Leadership and what improvements are made because of them? Mad, Glad, Sad/Stop, Start, Continue If You Could Change Any One Thing Immediately About __________________, With No Limit on Resources, What Would You Change? Understanding Behavioral Styles (DiSC, Platinum Rule, True Colors, Myers-Briggs, etc.) Everyone understands what each other’s greatest needs are and what drives their thinking and thus their behaviors Difficult Conversations are far more easily surfaced because everyone understands the importance of honoring others’ behavioral style Question 5: What are some of your best strategies for Board Leaders running better meetings and making better decisions? Understanding Strengths (Gallup and Strengthsscope) Meetings—Discovery, Distribution and Decisions; AHA Sheet; 2 Commitments Saying No—Standing up and “Saying No” to things that we don’t need to be doing right now, is oftentimes even more powerful than “Saying Yes” to doing the right things Urgency—What happens if we do nothing and keep the status quo? What are the benefits or quick wins when we address this issue and no longer settle for status quo? Finding, Harvesting and Celebrating Quick Wins Along with Establishing and Fully Understanding the URGENCY of the Need for Change is the Most Powerful First Step that Board Leadership Must Identify, Communicate and Keep Communicating THE CHALLENGE? Everyone is volunteering/investing their time, energy and contributions for the Mission of the organization. Building trust, getting everyone on the same page with crystal clear understanding, and living and leading based upon behavior standards, behavioral styles and strengths, takes work and serious commitment to the long-term success of Board Leadership. Sadly, far too often, Board Leaders quit mid-stream, after only implementing a few of these proven building blocks. Tragically, the cancer of “see I told you nothing would change” rears its ugly head far too often, resulting in Board Leader turnover, disengagement and festering dysfunction. However, when Board Leaders embrace these strategies with humility and a spirit of servant leadership, and implement and practice them consistently, the changes, improvements and results are often transformational for the organization and everyone involved. Keep Our Why’s, Definition of Success, Behavior Standards and the URGENCY of Change at the forefront of everything we do! For our people, honor behavioral styles and strengths, remember “When Dealing with Me” And in daily practice, maintain, Asking Better Questions (Stop, Start, Continue); Running Better Meetings; Allowing “Failing Forward”; and, Committing to Make Better Consensus Decisions and Owning Our Decisions Steven Rowell is a Change Management Consultant, serial entrepreneur and executive coach who is obsessed with leadership effectiveness that drives business growth and profitability, leads organizational change and creates a company culture of legendary service. Steven’s unique combination of leadership experiences with The Walt Disney World Co., Compass Group and building his own companies translates to powerful and practical consulting, training and speaking services for his clients just like you. Steven’s HCAHPS Patient Satisfaction program is now in use by more than 1100 hospitals nationwide. For the past 25 years Steven has worked with contract management, hospitality and service management companies in facilities management, healthcare, home services, theme parks, casinos and resorts. Key areas of expertise include leadership effectiveness, building effective teams, accountability, managerial courage, leading change, conflict resolution, strategic planning, personal effectiveness, and delivering legendary service. Steven has delivered more than 1100 keynote speeches since 1995, andhas facilitated more than 130 multi-day conferences for his Clients. Steven is the author of The Five Minute Secret (2017); Jumpstart Your Creativity (Sept 2013); Success from the Inside Out (2010-295,000 copies sold); Connections™ Orientation in Action for Real Results and Retention(Abundance Publishing, Fall 2007); and Clean Is Not Enough! : Revolutionizing Environmental Services (October 2004). The Transcript Nonprofit Chat with Stephen Rowell Hugh Ballou: Greetings, everyone. We are doing a live recording as we do on Tuesday nights for the Nonprofit Chat. We have an energy-filled evening for you. We are going to talk until we’re done, which is usually an hour or less. But the man on this call tonight is Stephen Rowell. Russell Dennis is back with me as co-host, and we will interview Stephen. He and I have been acquainted through a mutual friend, and we have a lot of synergies in what we believe in and what we do and our experience. Stephen, tell us about this experience with Mickey Mouse and that part of your history, and take it forward and tell us what you do today. Stephen Rowell: Sure, thank you so much for having me. First thing, I thought about the title for today’s talk to be “Mickey Mouse and the Boardroom” or “What would be different if Disney ran your board?” sort of like the book What if Disney Ran Your Hospital. Basically, I spent almost eight years at Walt Disney World in Orlando. I spent five years working in sales, at Disney University, the training division, human resources, and really fell in love with organizational development. I ended my career in the organizational development group, which ran Disney University and Disney Institute. I come from an operations background; I am a serial entrepreneur. But what is really exciting about tonight is- My father was an assistant dean of a very nice university in Texas, and my mother was a schoolteacher, believe it or not. They were so civically minded my whole life. I grew up as the norm with the notion that Mom and Dad were always gone in the evenings at board meetings and volunteering and whatnot. I think that is where it all started for me. When I left Disney, I had a few more entrepreneurial successes and worked in corporate life. Over the last 20 years, my wife and I have been drawn to organizations in South Africa, three of them specifically. They all do different things. One is sustainable support for an entire village. The others are helping orphans in South Africa. I really come tonight with not only a spirit for nonprofits, but also as a change management consultant, what I am also doing is not only serving on boards myself and participating in what we would call trainwreck meetings and seeing some of the most dysfunctional groups, but I have also been privileged, both in terms of small nonprofits and huge big-name organizations, to see what works, and that is what I am excited to share. It’s not about me, but what I have seen that really works around the country. Hugh: Russell and I are what we call in the SynerVision Leadership Foundation, which is a 501(c)3, WayFinders. We are coming full circle from the consultant answer-man to the WayFinder, who is a partner who asks questions to empower and enable people. Part of our methodology is running power-packed meetings. As a conductor, you never saw a conductor use an agenda for a rehearsal. We do away with words like “agenda” and focus on deliverables. You and I are going to have some lively conversation. We have moved away from the consultant model. I went through a phase where I decided a consultant would be an insultant, and then I moved to resultant. But really, in my persona, it’s about the integration of strategy and performance. You spent some really good years with Disney. Was that in California or Florida? Stephen: It was in Florida, and then I ended up in the Northeast. Hugh: Uh huh. And you’re in Pennsylvania now? Stephen: Yes. I was going to come here for three years, do grad school, and leave. Now I have been married 15 years. I have a 13-year-old boy and a Goldendoodle and a Corgi, and the rest is history, as they say. Hugh: Life goes zoom. Anything else you want to say about yourself before we get into some of the hard content? I have interrupted you there. Stephen: No. I am just excited to be here and answer questions and serve in any way I can. Hugh: I took your title verbatim: “Termites Destroying Your Board? How to Exterminate Board Dysfunction Once and for All.” We are talking about getting more done in less time. You are singing my song so to speak. Bigger impact and lasting results. You said you have participated in nonprofit boards for quite a while. Part of the expertise Russ and I have is working with boards and helping them build a culture of high performance. What is your experience? Do you work externally with boards, or have you just sat on boards as a boardperson? Stephen: I have sat on boards, and then as a consultant, I helped a couple of the nonprofits in South Africa, which are both 501(c)3s and American-based as well as South African-based. I helped them from the ground up get crystal clear about their mission, what they were going to focus on, and what they were not going to focus on. That brings up one of the key points for me, which is so often I see people struggle with saying no, and they wonder why their board is sitting there with 17 items on their strategic plan. I was trying to help those two organizations benefit from the beginning. I am excited to share that one of those organizations is now 14 years old and has 25 homes for orphans in South Africa, which is exciting. Hugh: That is very exciting. You said in passing the term “change management consultant.” What does that mean? Stephen: For us, change management consulting is coming alongside senior leaders, organizations, nonprofits, CEOS, C-suite groups, and helping them in a few different ways. One is: What are the best practices to get adoption and people to embrace the change, not be afraid of it, push through their fear, but really how to implement change that is not so painful through the first year of the introduction, and what also sticks and lasts and what really makes it work. We focus on three different parts. There is the larger organization, there is the group component, and there is the individual and the leadership piece. What I would say is where we spend most of our time with nonprofit boards is acknowledging the cultural norms and realities of what they are dealing with. I am talking about what the cultural norm is as it relates to leaders and what they are bringing into their room—call it bias or cultural norm—and then there is organizationally what the organization wants to do, and then there is the people stuff. We really work on the triangle of the organization, the group, and the leader. We try as best we can to get people to start from a place of humility, which is we don’t know what we don’t know. We really try to start from a very humble place. Hugh: The triangle is the organization, the people, and I forgot the other one. Stephen: The culture. Hugh: The culture. Stephen: I will give you an example. What South African colleges and universities consider a graduate degree skilled proficient educator or teacher would barely be equal to an undergraduate American professional in education. Hugh: Oh my goodness. Stephen: There is a great example going globally. South Africans will talk about the challenges they have and why their teachers are struggling. When you bring Americans or Europeans over to help, they are aghast and saying, “Wait. You’re talking about basic issues like Teacher 101.” What we have learned on the global stage, and why we really struggle with the humility piece, is what we have experienced on the African continent—and we are about 15 years through this journey—and not to offend anybody, is this notion of white, American, faith-based organizations landing in Africa and saying, “We have the solution.” Friends of ours have spent the past 11 years starting their own nonprofit organizations in Africa. They have discovered the notion of let’s show up as first-world human beings and ask, “What do you need?” instead of saying, “We have all the solutions.” The organizations in sub-Saharan Africa that are European- or American-based that have done that have found far greater success and far less challenge upfront. Hugh: That is so spot-on with our SynerVision philosophy. What do you think, Russ? Russell Dennis: I think that’s marvelous and that is my philosophy when I go into work. I ask a lot of questions. Something I picked up as an IRS agent is that it’s like Colombo. You ask questions like a second grader until it gets clear. The more you can get people to talk about themselves, they often give themselves their own answer because they talk it through. My whole gig is to pull the genius out of people that is already there. Stephen: Russ, you had a great conversation with my consulting partner Dennis who has dedicated his life to being the drama-free guy. He really focuses a lot of his time on how to ask better questions. Hugh: That is the secret of the coaching of what we do as WayFinders. You mentioned books. Stephen is prolific and has written a lot of books. He has written The Five-Minute Secret: How to Connect with Anyone Anywhere at Any Time. You have Success from the Inside Out. Clean is Not Enough. You’re a g…

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    Avoid Leadership Burnout with Outsourcing Staff Jun 18, 2017
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    Nathan Hirsch is the CEO of FreeeUp.com and the COO of Portlight. Nate has been an entrepreneur in the eCommerce industry since 2009 and has grown into a leading expert in the field with experience managing multi-million dollar businesses. He has extensive knowledge in creating business systems and processes, personnel management, hiring remote workers, the Amazon Marketplace, and advanced sales tactics. He is passionate about sharing his knowledge with others and has been featured on leading industry podcasts, webinars, and blogs. Nate is determined to build FreeeUp into the top hands-on platform for hiring remote workers where thousands of businesses and remote workers are connected. If you're interested in connecting with Nate, shoot him an email at Nathan@FreeeUp.com. The Transcript NPC Interview with Nathan Hirsch – 6/13/17 Hugh Ballou: Greetings, everyone. This is the Nonprofit Chat. Tonight’s guest is Nathan Hirsch. I just met Nathan a month ago. I was smart enough to recognize this guy had talent, so I am giving myself credit for that. I posted a little information about you, and I’d prefer for guests to give us a synopsis of what brings you to this discipline that you do so well. I’d like to say your company is called Freeeup.com, and it’s an outsourcing company. The reason I wanted you on this series is because I see so many people who are working at the leadership level that are overfunctioning and doing way too much. We are going to talk about how to leverage time by putting in part-time employees. Nathan, speak a little bit about your journey and why you are so good at what you offer. Nathan Hirsch: It’s funny. When I first talked to you, I was like, “My mom owns a nonprofit.” I’d seen her journey from being a one-woman show to finally retiring and upgrading the location she was at, having a huge staff, taking more and more off her plate. I got that business, entrepreneurial, delegating mentality from a very young age. When I was in college, I started a textbook business trying to cut off the school bookstore because I was mad at them for ripping me off and giving me pennies on the dollar when I thought I could get more. Before I knew it, I had lined my college dorm room buying people’s books. That led me to Amazon.com because you don’t sell books for very long without learning about Amazon. Before I knew it, I was running this multi-million-dollar drop-shipping business on Amazon, working with all these different vendors and suppliers, selling stuff out of my college dorm room. It was just me doing everything, from filling orders to answering customer emails. I was driving myself crazy. I was going to college at the same time, trying to have good grades, trying to balance a girlfriend and a million other things that happen while you are at school. I remember going to my accountant one day, and he was like, “So, when are you hiring your first employee?” I was like, “Why would I do that? I don’t want to give my money to someone else. I really enjoy what I’m doing. This is fun. I am going to work seven days a week.” He just laughed in my face. After that meeting, I quickly got to hiring. I opened up an office and moved stuff around. I ended up getting rid of that and making my company remote. I always ran into hiring dilemmas because I would make really good hires, things like Connor, who was my business partner for a long time. But then I would make bad hires, who cost me time and money and set me back. Although I got better at hiring, the amount of applicants got greater and greater because I was hiring for all these different things. Yes, I perfected this hiring process, but then I found myself in the interview room six hours a day interviewing people, going through multiple rounds and resumes, only to find that some of them, even though I’d vetted them properly, still didn’t work out and cost me money. So I got really frustrated at that and thought there had to be a better way. There had to be a company where I could tell them what I wanted—if I needed a graphic designer, I don’t want to wait three weeks to get one by vetting through fifty applicants. This is what I need, and I could get them by the end of the day. This is how I came up with the idea of Freeeup, where instead of the marketplace being a free-for-all, it is very organized. People apply to get into the marketplace, they are heavily vetted, we make sure they have a good attitude and communication, and we make them available to clients so they can get access to talent quickly, no matter what it is. Hugh: I love it. Our co-host, Russell Dennis, has joined us. Russell, say hello to Nathan. Russell Dennis: Good afternoon. Good to meet you, Nathan. I love the concept of Freeeup and pre-vetting virtual assistants because they are practically everywhere. I have just had that one follow me on my Twitter feed who looks like they are doing the same thing or something similar. These agencies are starting to turn up, but I haven’t seen anything quite like what you are doing before. Nathan: Thank you. Great to meet you as well. You’re right. There are so many different agencies and marketplaces. I have hired from all of them. I kind of took what I liked and what I hated and put together a concept that really works for business owners. The downside of agencies is you never know who is doing the work. You don’t get that one-on-one touch. A lot of times they switch people behind the scenes and you don’t know about it, so the quality goes up and down. The problem with the marketplace is the time and effort it takes to get a good freelancer, and if you invest the training and they decide to quit, there is no one held responsible for that, and you have to start right over. With Freeeup, we have our no-turnover guarantee, where we cover replacement training costs if anyone ever quits. That was the concept behind it. It has been a lot of fun so far. Hugh: Having run multiple businesses and church programs and non-profit programs, hiring people is not a skillset that I had. I have it now. Previously, I had a lot of bad hires. You have come at this very early in your life. You have developed this level of expertise. Russell has worked inside a non-profit for 11 years. He also worked for the IRS, so he had to visit a lot of nonprofits, I guess. This whole thing of accomplishing our mission is very elusive, and we are so passionate about it that we just jump in and forget that in this realm of the charity, there are people who will step up as community leaders and work with us. They will say, “I want to help.” There are some tasks that we need to have somebody who is paid, that regular work ethic that someone will do what we have assigned them. There is an exchange of value for pay. We can do that in a charity, actually delegating some things. Part of what we teach at SynerVision about leadership is learning to take things off of your plate. I guess the piece that you just talked about is having the confidence that the person is going to be capable of accomplishing it. We invite people who have businesses and expertise. We are talking about Freeeup, which is Nathan’s business. The people that referred Nathan to me were our friends in Phoenix who do the background checks, former military intelligence people. If they said he is clean, it’s good. Nathan, we have to get over this fear of having somebody else do the work. From a leader’s perspective, I have noticed you have a team around you that performs at a pretty high standard. Speak from your own personal perspective. How were you able to make the transition to getting things off of your plate, delegating them? Nathan: Sure. Whenever you talk about delegating, you have to be in the mindset that the business has to work for you. You can’t work for the business. If you find yourself trying to catch up and clearing out customer emails and calling everyone back and doing this Excel project and building the website, the business isn’t working for you; you are working for the business. You have to get out of that mentality. You have to get into the mentality that you are a delegator as the owner of the company. There should be a specific thing, or a few things if you are very talented, that you are really good at, that your core competency can really help you excel at. You need to identify those things. If you are good at sales, 80% of your time should be sales. If you are customer service, you should be building customer service programs. If you are a website developer, you should be constantly upgrading your website, and other people should be doing those other things. It’s really important that you get into the mentality that the beginning of every day is getting your team organized before you get yourself going. The first thing I do every day is I have a list of people and prioritize them. I go to them one by one, following up with what they are doing, making sure they are on the right track, making sure I answer any of their questions to get them to the next level because if they are sitting there waiting, that is incredibly unproductive. I am not going to start on my project because I get them going. On top of that, I make sure things are constantly running at full speed, whether it’s someone working at night or someone working on the weekends. Even when I am on vacation, the business is not going to stop. My whole thing as a business owner is to get into the mentality that I have to get this train running. It takes a lot of organization upfront to build that team, which we will talk about, but the end goal is to have a team that never stops, that keeps moving forward whether you are there or not, and that you are contributing value when you are there to keep them moving further and further along. Hugh: We think, and I’m saying we because I am not innocent of any of this, we are essential to the work of the organization when in fact, we don’t need to be essential. We are the cheerleaders; we are the visionaries. It’s the people we bring on board that actually perform the duties that are important to the success of the organization. That thing you just talked about is a paradigm shift. Did you have to make a paradigm shift to make a mental flip that you were going to learn to delegate? Or did that come easily to you? Nathan: I came easier to me than it did to my business partner Connor. I remember when I first started delegating after that meeting with the accountant, it becomes addicting. I am a business owner. I am passionate about what I do. I like getting things done. All of a sudden, when I added a few people, I realized I was getting four times the amount of work done, and not only that, but they were doing the work better than I could even do it. They were talents that I didn’t have. When I realized that, then it became easy. You almost become lazy as a business owner because it’s like, “Yeah, I could spend the next three hours doing Quickbooks, or I could pay someone $40 to do it for me.” You just start passing stuff off your plate. You get a lot more done, which leads to more revenue and expanding your company, which leads to hiring more people. It is a really great circle once you get those wheels churning. But I remember my business partner Connor managing the company one day when I was on vacation, and he was literally doing everything. Every single tracking email at my Amazon business, he was responding to. When I came back from vacation, I sat him down and said, “You’re stuck. If this is how you want to do business, you are never moving forward. You can’t be my business partner. You are just going to be in this spot forever. There is no way to be on top of your business if you are doing every little thing. You have to take stuff off of your plate. You have to get over that fear of letting go. It’s not until you actually do that that you can accomplish something as an entrepreneur. No matter how big or small your business is, you are going to hit a ceiling, a road block. Right now, if you get sick for two weeks—I had shoulder surgery a month ago. Nothing stopped, things accelerated. I got my team motivated to work because I wasn’t there, and a lot of stuff got done while I was out. You have to look yourself in the eye and figure out if that is going to happen in your business while you are out. Hugh: David James Dunworth says, “The real measure of a successful leader is that the operation operates as or more effectively and smoothly when the boss is not there. I call the job of establishing systems and processes to get that point is owner-proofing.” That is getting out of the way, isn’t it. Owner-proofing. We have launched some questions during the interview. You sent me some good questions, and we are sharing them out there on social media. The first one: What would you do if you had two extra hours each day? Russell, what would you do if you had extra time every day? Russell: Two extra hours. I would probably be outside walking. Definitely would be outside. It’s not a cloud in sight. It’s about 82 degrees here. That is what I would be doing. I took a break today to walk outside and get around. I love the fresh air. I made a decision to get in a really good condition this spring. I made major changes to my diet. From my last doctor’s appointment about five weeks ago, I am down 27.5 pounds. And I am sleeping better. Hugh: Wow. I was with a client today, and they had a management team of about 14 people. They were talking about one of the aspects of one of the department’s work, and they were streamlining and automating. They estimated it would save 3.5 hours a day of the employees, which totally revamped how they were going to assign duties in that department, which is huge. They are installing some automation, which frees up people with a higher level of skill from doing something routine to utilize that skill. Nathan, what would you do with two extra hours if you had them? Nathan: I think that’s the difference between running a lifestyle business and trying to get back toward that lifestyle versus a workaholic. For me, when I am freeing up time, which I am constantly doing because I get more and more on my plate, I am just freeing up my time to focus on some other part of my business. I like working ten hours a day, and I am doing that no matter what. If I free up three hours, I may take an extra day off here and there, but I am reinvesting it back in the company. That content video that I didn’t have time to make, now I have time for it. That PR company that I never called back, let’s give them a phone call. For me, I am freeing up time to get more time in my business that focuses on sales, marketing, and expansion. If I am not doing something that focuses on sales, marketing, and expansion, my business is stalling. I am not moving forward as fast as I can. I owe it to the other people on my team to do that. We have all been around that boss where all they do all day is walk around and look over your shoulder. My mentality is if you are doing that, you are not doing what you are supposed to do as a leader. You are not progressing anything forward. You are not making a process better. You are not fixing anything for the future. And you are definitely not growing and expanding your company. Yes, there is a time and place to double-check work and make sure everything is going well, but the goal should be to free up your time for anything that involves expansion. Hugh: Why do you think that it’s so hard for people to do that? Nathan: Expanding is hard. Get to a point in your company that you are comfortable. You are making money for the first time. You have a stable client base. Anything past that is unknown territory. What happens if you invest in advertising here? What happens if you do 20 phone calls for lead generation and you get rejected 20 times? People don’t want to do what it takes to get to that next level of your business. You eventually stall out. There are peo…

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    Six Essentials to Attract Limitless Publicity Jun 11, 2017
    Show notes

    Shannon Burnett-Gronich has come a long way since her days as a single mother of two, struggling to make ends meet. Through hard work and a focus on helping others find success, Shannon has developed into a successful, multi-faceted executive. Her expertise has enabled her to help hundreds of people with business development and personal growth by training and coaching them in marketing, event production, networking, and much more. Shannon has spent ten years building an international conscious business community, focused on helping small businesses grow through education, marketing, and cooperation. Known as the owner of an exclusive "Million Dollar Rolodex," Shannon has successfully attained over $3 Million in F-R-E-E press, and has taught hundreds of people how to do the same. Shannon has appeared on television, radio, and in the press, and has co-authored the Amazon #1 best seller "Law of Business Attraction - The Secret of Cooperative Success" with T Harv Eker of the Millionaire Mind. Shannon Burnett-Gronich has produced over 300 events and conferences since 2001 with 100+ exhibitors and 100+ volunteers. She discovered that most sponsors, speakers, and exhibitors do not have the education or plan to be successful. In order for them to continue to come back year after year, Shannon developed a simple system to train businesses and their teams in the fine art of conference excellence - helping them get the results they want and make more money. She also has been an exhibitor of multiple booths that required planning, marketing, team training, sales, database building, and follow-up. She has the ability to systemize and implement a plan for follow-up so that all leads turn into cash. This is through investors, joint venture partners, product sales, and sponsors. Shannon's event production clients include Dr Linda Hole, Jim Self, Stewart Levine of Resolution Works, Dr. Gary Null - America's #1 Health Guru, and T Harv Eker. - Secret to the Millionaire Mind. Notes from the session: Secrets for a Great Press Release 1. Tagline that sizzles (12 to 14 point) Think Like Magazine Editors (Checkout at grocery store) 2. Introduction - Invite people to talk about challenge or problem (Quote someone famous as substitute) Lean toward statistics 3. Body - Quote yourself as an expert (preferably from other publicity from known sources) 4. Solution - What the remedy is 5. Call to action to readers to use information, go back for more 6. Contact information Media Kit Contents - Expert Power Bio, Press Release, Company Pieces, Action Photos, Sample Media Done, Articles or Clippings About You, Fancy Annual Report www.shannongronich.com/powerbio The Interview Transcript Nonprofit Chat with Shannon Gronich Hugh Ballou: Greetings, it’s Hugh Ballou. We are in this session of the Nonprofit Chat. We have had a series of really good interviews. Tonight is no exception. We have a special guest tonight, Shannon Gronich. Shannon is a dear friend, and we collaborate a lot together. Shannon has presented at my leadership empowerment symposiums multiple times, and each time, she adds more and more value to what I do. Shannon, welcome to the Nonprofit Chat. Shannon Gronich: Thank you so much for having me. I love the work that you do and really appreciate all of the individuals that you have touched in my life with your skill of how to build a high-performance team and how to collaborate and all that you do. Thank you, Hugh. Hugh: Great. Thank you. We are better when we work with good people, and I enjoy the collaboration that we share. I know things about you. You do a lot of things. You produce events and get sponsorships. Tonight, our channel is about creating the documents and the story to get picked up for free publicity. Tell us a little bit about your background in doing this and how you got to that level of expertise. Shannon: Thank you. That is a great question. I have always been doing events and bringing people together, ever since I was in high school, when I would throw parties and bring people together. When I started doing events, I looked at the marketing budget and the expense of that and how to grow that because a lot of times, you can spend money on marketing and not get the results you want. We were doing a local conference here in Florida and getting about 500 attendees, which is an incredible amount of individuals. So we studied how do we get picked up by TV and radio and print? We cracked the code for developing a press release that anybody can do. You don’t have to be a great writer. You don’t have to be a nonprofit even, even though this is for nonprofits. You do have an edge because of your nonprofit status. We were able to use this system for our event, and in one press release, we went from 500 to 2,000 attendees. The article got picked up in multiple places. Since then, I have helped attain millions of dollars of free publicity, not only for multiple events, but for multiple projects and individuals and lots of variations in between. Hugh: You have a book on this topic. What’s the book called? Shannon: Media Magic: Instantly Get Radio, TV, Print, and Internet Press to Give You Limitless Publicity. Hugh: Where can people find it? I guess you can find it on Amazon? Shannon: Yes, you can find it on Amazon. If you get it there, Hugh, I always say to email me, which is in the back of the book, a receipt because I will give you a free copy of a training with Jay Abraham’s ghostwriter that is just powerful. If you get it from Amazon, send me the receipt. Or you can go to my website shannongronich.com and instantly get that recording, too. Hugh: Great. That is a super offer. I know your content is stunning and absolutely works. This publicity thing, in my first book, I had a chapter on publicity. When I worked in St. Pete, I developed personal relationships with all the media, so when I sent in my announcements, they knew who it was from. And I knew how to make it complete so they would be able to print it. They said that was very rare because people would give them in all kinds of forms, and there would be things missing, like what time the event was and where to go in the properties, where it was. I developed a template that had a checklist of important things. I also found that a lot of people, and this was in church music, I had open events that were accessible by everybody, so it was important for me to get the word out. I do find that for many years, publicity was an afterthought. If you wait until the week before, it is too late. I find that that is a common thread with people running a charity or some sort of church program. We are so busy producing the event that we forget about the publicity. Let me run a paradigm by you. I encourage people to appoint someone in the organization to be in charge of communications, which would include event publicity, internal and external communications. There would be one person to develop the system, and that person needs to have certain qualifications. Do you find that that works in groups you have worked with? There is some person dedicated to sharing information? Shannon: Absolutely. Whomever is dealing with the event, whether it be the marketing coordinator, the person in charge of marketing, or the event coordinator, they do need to look at that plan. You hit on a sore spot for a lot of people. I have had people call me ten days before their event. Now, we have worked miracles and have done in the daily. Ideally, if you are looking at a project, if you can be 120 days out, 90 days out, then you can start building those relationships with publications, trade magazines, bi-monthlies, monthlies, quarterlies. We have a beautiful magazine here in our area that comes out four times a year, so you have to plan way ahead to get into their calendar of events or articles or anything like that. Hugh: Would you talk a little bit about that timeline? I encourage people to go backwards from the event. When you are thinking about all of these different types of publications, it’s a challenge because magazines have a different kind of lead time. It’s the publication day, but there are different kinds of lead time. There is a flow with this. Talk about working backwards from the event. Shannon: Absolutely. Then I want to be certain to share the six essentials that go with it. Working backwards, I always invite people- One of our greatest assets is our media list. We hear our greatest asset is our contact list, which is absolutely true. Another huge asset is our media list. With the media list, I use a simple Excel sheet. I also have them in my CRM system. But I use a simple Excel sheet that has name, publication deadlines, key contacts, but also I target writers or contributors because they can sometimes get us in to publications easier or expedite that process. At least, when you start creating that list, find out where you want to be. Locally seems to be the easiest. You do want to have on your vision board to target big publications and magazines. However, starting local and getting that media list together is key. Find out who does quarterly, monthly, weekly, daily. How about radio shows? You do this chat once a week, and you probably book it out a few months in advance. I even know radio hosts who are booked out six months in advance. The more lead time you can give with an event- I like to have at least 120 days so you can start building those relationships. As you have a relationship with media, it’s a lot easier. You can do exactly like you said, Hugh: “Hey, I have something that is coming in.” Let them know your timeline, and they can work within it. But especially as you are building that new relationship, you do need a little bit longer. Hugh: Absolutely. I used to worry about bothering people with my stuff, but it is their job; they are looking for stuff! We are actually helping them do their job. Isn’t that right? Shannon: Yes, there is thousands of dollars of free publicity with everybody’s who is watching this name on it right now. They are looking for stories. Now they are not looking for free advertising. This is that fine line. They are looking for good stories. I focus on these three primary things. We have all heard of negative news and things like that. You can buy in and tap into some of that. But the three things that I focus on are education; community outreach, which is where a lot of events tie in, community giveback; and human interest. They love human interest, overcoming adversity, challenges that somebody may have. You may ask what this has to do with a nonprofit. How does this benefit me? When people see Hugh Ballou has overcome—Hugh, I am sitting here trying to say something you have overcome, but I have never heard you overcome any challenges. But when they read that, they are going to go, “I need to know about Hugh. Let me connect with him. Who is this individual?” Hugh: I am getting over being bashful. You have hit on a subject, which is so key. Russell David Dennis has joined us. Welcome, Russell. I like his three names; he doesn’t usually use them, but I think there is a rhythm to it. I ran a pretty good music program in a major church in St. Pete, Florida, across Florida from where you are in Melbourne. I did really good events. There was a person- I had relationships with writers in music to critics. I had writers that did business. St. Pete Times was my customer, so St. Pete Times had different people who did different writing for different topics. I built a relationship with all of them. There was one time I had Sir David Wilcox, the Queen’s Musician, coming from England. We were doing this big-deal concert. I sent in my announcement to the calendar listing, just modestly sending it. The person sent it back to me and said, “We can’t publicize this church event. It’s not of general interest.” So I went to the music critic, and they jumped on it and did an interview. I had a front-page picture of the rehearsal with Sir David and my choir, which was much better than a calendar listing. This guy being a music critic knew this was a nationally renowned conductor that we were bringing to St. Pete, Florida, and they jumped on it. It was to their advantage to run the story, which they did. It didn’t fit one person’s model, but it fit another person’s model. I could have gone back to her and gone “Nyah, nah, nah,” but I didn’t because it didn’t fit her model. It fit the other model. Just because somebody said no, like you said, you have different people who have different slants, we can go to another place and it might be of interest to them. Do you have a story around- It’s not doing the run-around, but finding the fit, the proper thing to say. Shannon: A lot of people say, “What do you say? You have the press kit together. What do you do?” That is where in the media list, I do identify multiple people. You know we have a bull’s eye and aim darts at it? I imagine having a handful or fistful of bull’s eyes and I send them out to multiple people. I say, “I’m not sure where this goes. Maybe you can direct me.” Most of the time, where it gets to where it’s going, they have heard about it from different locations, so it tends to have more impact or attention. Hugh: The other thing I think is important to know is that you are sending it to the real person. You have checked to make sure it is the right person, and you spell their name correctly. Shannon: I am old-school on picking up the phone as much as possible and getting their permission and letting them know to expect it. Also to follow up and expect multiple No’s, No I didn’t get it, No I didn’t read it, No it’s the wrong department, No we don’t want to print it. My biggest success was when I was rejected 13 times, and they ended up calling me when they were going to print. They said they had remnant space. Once they did the layout, they realized they had one space, and they did a full-profile picture and an entire article. Hugh: Love it. That is amazing. You slid by something here that I want to come back to. The press kit. What is that? Shannon: That’s a great question. That is the six things we have talked about. There are six things to be ready for the media. The first thing is your press release. Having what it is that you are doing. I have a simple system that is one page, double-spaced, title at the top. It’s very much story-focused as opposed to advertising. You even quote yourself as an expert. When you quote yourself as an expert, I wouldn’t say, “Shannon, author of Media Magic.” I would say, “Shannon, author and marketing strategist,” or something very general because when they look at it and if it looks like you want free press, there is a higher chance of it ending up in the trash. We keep it very simple. The press release is one thing that you want to have ready to go. When you call them or connect with them, they will say to send it over. The other thing is I like people to have ready their expert power bio. An expert power bio- I say power because this is a story about you. If you are a nonprofit, this can be a story about your board or individuals who are involved. Having this ready tends to get people to pay attention and notice who you are, and you are not having to sell yourself. The third thing is company pieces. Do you have brochures or business cards? Have those items ready to send out on a moment’s notice. Is there an event flyer you are working with? Sample PR that you have been a part of. Have you been on radio or TV or articles? Sample PR that you have contributed is great. The next one is things that have been written about you, the third-party writing. Those are other items. The last two is your order form. I don’t always send this in with the press release. But having that ready because a lot of times, individuals want to know what you offer. Tell me more about who you are and what you offer. Have that ready so they can get an o…

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    What to Do When Someone’s Controlling You or Your Board With Their Anger Jun 05, 2017
    Show notes

    Q1 We have an anger epidemic In our society ...how does that effect nonprofits and my leadership? Q2 How can I tell when anger is damaging my leadership or my team? Q3 How do I step in without creating further escalation of anger or damage? Q4 With the anger epidemic, why do we need more than anger management or stress management. “Feelings are never buried dead, they are only buried alive.” Pure Anger - No or ouch! (Boundaries) Authentic Fear - Pay Attention (Cuing Mechanism) Healthy I Language for Dealing With These Conflicts - Offline one-on-one if fed by shame. Authentic Curiosity in other cases, don’t judge the anger, be centered what is underneath the agitation? Shadow - everything about ourselves we conceal or justify inappropriate behavior "Only pure anger is justifiable." Reactive Limbic Behavior - escalation, flooding and looping When someone is flooded - Fight, Flight, Freeze, or Faint Anger Management only works with escalation by doing a U-turn When Flooded - Stress chemicals in brain turn off thinking part and throw limbic system into overdrive. No conversation during this time; 15 to 20 minutes before discussion works How you can tell if someone is Flooded - Fight or flight response to calm rational question. Forgiveness - Behaving in the present as though I am no longer harmed by the unacceptable in the past. Q3 Answer - Understand the three flavors of anger, first are they flooded? If not, ask question following statement I can see you are passionate, what concern are you trying to draw our attention to that we have not addressed? What intention are you trying to address? If flooded go one on one instead! When You Are Unexpectedly Confronted with This Type of Behavior - Take a moment, take a breath, move into authentic curiosity. Do not assume I know. Level 2 “I notice I am starting to feel uncentered. I am wondering if I am the only one. Level three - I am not in a place to facilitate this discussion in a forward moving way. I am committed to resolving this. The Pleaser - Avoids confrontation at all cost. Storyline revolves around core assumption I am not enough. Intervention - Honest appraisal of what we experienced when people were emotionally honest with us. "Managing Anger is no substitute for Anger Prevention." Recycling Anger has to be handled by completion Parting Thought - Anger is your friend as long as we know how to recognize the four flavors, and the proper clarity and response for each of them. Great discoveries are possible.

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    How Nonprofit Leaders Commit Brand Slaughter May 14, 2017
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    David Corbin: Keynote Speaker, Business Adviser, President of Private and Public Corporations, Inventor, Mentor and pretty good guy…..David M. Corbin has been referred to as “Robin Williams with an MBA” because of his very practical, high relevant content speeches coupled with entertaining and sometimes side splitting stories. A former psychotherapist with a background in healthcare, he has served as management and leadership consultant to businesses and organizations of all sizes – from Fortune 20 companies to businesses with less than 1 million – and enjoys the challenges of all. He has worked directly with the Presidents of companies such as AT&T, Hallmark, Sprint as well as the Hon.Secretary of Veterans Administration and others. http://davidcorbin.com Notes from the interview: Why is it important for nonprofits to be clear about their brand? You have a brand. If you don’t work at defining it, your audience will. You create an impression by your actions, intent does not stop that. Everything you do adds to the impression you create. Make believe you are always being observed and act accordingly. Audit your service by experiencing your deliverable. Would you do business with your organization? When working with people to build organization framework, when to we focus on brand promise? From the beginning. Why do we exist? Who do we serve? How do we want to be known? What do we really want? Who are we really? Everything we take on needs to fit who we are at the core! Do the Brand Audit right at the beginning(Before you deliver any services or approach anyone)! Team must be fully engaged all the way through. Quality and Clarity Determine Financial Results. Growth must start at an individual level for the organization to grow. People – The only completely renewable resource of any organization! (And the most valuable) Culture is a reflection of leadership! How Do Leaders Keep Our Internal and External Brands Fresh? Integrity – Living the values of the organization. Boss Watching – Biggest Sport! Model the behaviors the brand represents. Transformation consists of a series of small steps, often many of them! It starts with one in a row! Everything counts when it comes to integrity. Leader must lead by example. The Transcript NPC Interview with David Corbin Hugh Ballou: Greetings, this is Hugh Ballou. We are live with the Nonprofit Chat. Today, we have a guest who will bring energy to a lot of different topics tonight. David Corbin is a friend of ours. We have known each other for a number of years. This is the first time we have had a live interview, so welcome and thank you for being here. David Corbin: My pleasure. I’m happy to be a live interview. I hope the other ones weren’t dead. What are you trying to say, Hugh? Hugh: You’re a live one, man. I like guests to start out by telling people something interesting about yourself. Why do you do what you’re doing, and what is your background that gave you… The few times you and I have had some deep conversations, I have really been impressed by the depth and breadth of wisdom that you have on these topics that you talk about. Give us a little paragraph or two about David Corbin. Who are you, and what brought you to where you are today? David: Well, I’m a human being. I’m not a speaker. I’m not an author. I’m not a doctor. I’m a human being, and I play the role of a keynote speaker, inventor, and mentor. I am a guy who loves life. What can I say? If there is a way- As I did yesterday, I had a client fly out from Mexico. The objective overall was for him to be happy, healthy, prosperous, and the like. I am the guy who likes to do that and likes to be that as the extent I can continue to learn and grow. I do all of those things. As you know, you have been in my audience, and I have been in yours. I love to share ideas from a platform. I like to consult with corporations at the highest levels and then solopreneurs. I love to run my 5K every Saturday, and I love to play tennis. I love to hang out in my backyard. I look out there, and I have chickens running around and a turtle in the pool. Life is great. Hugh: You’re in San Diego, California. David: I am. Home of Tony Gwynn, the famous Padre. Today I was honored to be invited to the unveiling of his statue in our little town here. I was also with his family at Cooperstown at Baseball Hall of Fame as he was inducted with Cal Ripken. I am in southern California, San Diego. The town is called Poway. Hugh: Love it. The first time we met, we were in Lake Las Vegas, and you had just published Illuminate. You’re not an author, but you write some really profound stuff. You actually were in a suit and tie that day. What inspired you to write that book, and what is it about? David: I’ll tell you what it’s about. It’s about facing the reality of situations in our life and our business. You see, I have read the positive mental attitude literature, and I have had the honor of meeting Dr. Norman Vincent Peele and some of the luminaries in positive mental attitude. I am honored to be in the latest Think and Grow Rich book, Three Feet from Gold. Nowhere in that literature does it say ignore negative issues, that we should push them under the carpet as it were. I came to realize that my most successful clients were individuals who had the courage to face those issues, not just accentuate the positive as the song goes. But rather than eliminate the negative, I learned the key is to illuminate the negative in a model that I call “face it, follow it, and fix it.” That is what Illuminate is about. It came from the realization from practical experience, that whether it is a nonprofit, a for-profit, or a for-profit that doesn’t intend to be a nonprofit but ends up that way, no matter who it is, the individuals who have the courage and the character to face the problems head-on, that is what I found to be the greatest model, and hence the title of Illuminate: Harnessing the Positive Power of Negative Thinking. Hugh: What I can count on if we are having conversations is the words coming out of your mouth are not what I can expect from anyone else, because David Corbin is one of the most creative people I have ever met. I remember when we were introducing ourselves at CEO Space one time, one person said they were a consultant, and then you came along and said, “I am an insultant,” and I said, “I’m a resultant,” and your head went, Whoosh. At least one time I one-upped you. David: It’s on my website now. There is an asterisk at the bottom and says, “Maestro Hugh Ballou, genius extraordinaire.” Hugh: I am honored, David Corbin. I have not seen that. A resultant in a pipe organ is a pipe that is not as long. A sixteen-foot pipe has a certain pitch. They don’t have space, so they miter it, and the result is a lower tone from a shorter pipe. We actually create a bigger result without having to be bigger ourselves. We can amplify the sound by what we do. You and I, I love this Illuminate. Two weeks ago, I talked to David Dunworth, who is also an author. He has quoted you. We talked about that. You illuminate a lot of people you maybe don’t even know. It’s really how we amplify what other people do. I’m just energized by the fact that you’re here. You have another book that is new. You’ve written about brand slaughter. Is that the title? David: It is. I was just on the TV news this week talking about that. It was fun. The guy couldn’t get over the title. The concept is- People create their brand based upon their values and the brand promise out to the world. They put a check off and think they’re done. Don’t stop there. You’re either building your brand—you, your employees and everyone else in your organization—or killing it. Nothing is neutral. You are either engaged in brand integrity or engaged in what I call brand slaughter, just like manslaughter in the first, second, or third degree. We can read in the news that people are convicted of manslaughter, but you don’t often see people convicted of brand slaughter, except maybe in the case of United Airlines or Pricewaterhousecooper in front of 30 million people after 87 years of great service to the Oscars. I don’t know if it’s brand slaughter. I think they can recoup from that. However, United Airlines is going to have a hard time coming back from that brand slaughter, wouldn’t you agree? Hugh: I would. It’s one that got highlighted in a series of really dumb things the airline has done. We’re talking to passionate people who are providing amazing value but are limited by how people perceive us. I was talking to someone on a radio interview, and he said, “There is a charity in my area, but I quit giving because I really wasn’t sure what was happening.” That is part of our brand promise, who we are and what we stand for. David: That’s right. When we look at the organizations that part of our charter is to serve others in an amazing way, and there is no shortage of people in the giving field, those organizations are carrying a lot of weight for the society. They are making a promise out there. By and large, they are delivering. However, there are some actions and behaviors they either are taking or their management/leadership is taking or their front line people are taking—they are taking certain behaviors that are undermining the brand and the promise of the entire organization. It doesn’t have to be that way. Look, I have had great experiences on United Airlines. I truly have. I love Gershwin, so when I hear that music, it pus me in a wonderful state. I have met some wonderful people. They are not just a group of dirtbags. However, the one person who carries the credibility and reputation of the organization pulled down the asset value of the corporation, the reputation of the corporation, and created for great humor, “United Airlines put the hospital back in hospitality,” such that Southwest Airlines came out and said, “We beat our competition, not our customers.” That kind of stuff is just going to keep going because of one guy making one bad move. I want to tell the leaders, managers, supervisors, and individuals who are carrying the torch of these organizations to do what I teach in this book called an ABI, an Audit of Brand Integrity. Have every one of your employees take a sheet of paper and write down the values, write down the brand, and then write down the touchpoints they have on a daily basis with the individuals they are touching: a customer, a fellow employee, a vendor. Everyone who is carrying that brand, and that individual looks at their touchpoints and asks themselves, “How does the brand live that touchpoint?” What could I do, what might I do, what should I do, what ought I do to really boost that brand? If the organization, let’s say United Airlines because we are picking on them, but I can tell you two of them I experienced today alone. But I focus in on that one. If the CEO said, “Folks, this is our brand. We are doing a brand audit. After you do that audit, come back and tell us examples of how that brand is to live in your head. Maybe even tell us some examples of what you have observed in our organization when we have committed brand slaughter.” There is a statute of limitations. Nobody is going to get busted. But it helps us to see how the brand is alive and well and being fed and nurtured and supported, and on the other side, by the law of contrast, we can see where we have fallen down so we don’t fall down that hole again. That would be an amazing solution. I implore everyone who is listening, whether you are running a nonprofit or not—maybe you are going to at some point but now you are a parent or a neighbor or a member of a church or synagogue—and ask yourself: What is your brand? How are you living that brand? I think when we get serious about this, we can’t solve everything we face, but we can solve anything unless we face it. This is a way of facing the opportunity of building your brand asset value. I sound like a politician. I am David Corbin, and I endorse that message. Hugh: That’s right. Your passion is contagious. Our friend from Hawaii, Eve Hogan, is watching on Facebook. We have a lot of people that we know. David, there are four million 501(c) somethings. There are 10’s, 6’s, 3’s, and government organizations. There are all kinds of tax-exempt organizations. They are charities; they are social benefit organizations. Russell and I are on the campaign to eliminate the word nonprofit. Rather than defining ourselves by what we’re not, which is not correct either—we do need to make a profit to make things happen—we are social benefit organizations. We leverage intellectual property. We leverage passion. We leverage the good works and products we have for the benefit of humankind. These nongovernmental organizations that we represent have a bigger job and more important job today than ever before. There is real confusion on the whole branding thing. I want to back up a minute to a question posted a few minutes ago. How can nonprofits eliminate their brand? But I think it’s important for them to know why they even need a brand and why it is important to be clear about the brand. It’s true for any organization, but we are talking to nonprofits. The reason we have top-level business leaders like you on this series is we need to understand good, sound business principles to install into these organizations that we lead. Why is branding important? How do we illuminate that into the communities that want to support us but need that information? David: Let’s just say this. Whether you like it or not, you have a brand. Whether you know it or not, you have a brand. These scanners- I have a scanner over there. It’s a Hewlett Packard. It doesn’t compare to these scanners. *points to eyes* I have a computer that we’re working through. It doesn’t compare to this computer .*points to brain* Everyone is walking around with these scanners and this computer, and everything counts. Whether you acknowledge it or not, you are creating an impression from the eye to the brain to the heart to the soul of who you are and what you’re doing, whether you believe in it or not. I don’t know if you believe in gravity or not, but if you walk off of any building in any town of any city, you are going down. It’s an immutable fact. Now, thank you for the concept of the not-for-profit. Why talk about what we’re not? That was brilliant. You open up my thinking. I thank you for that. I want to let all of my service providers know that everything that you do is creating an impression, whether you believe in it or not. Could you imagine if I came out and said, “I want to talk about hygiene and important it is?” *while sniffling and rubbing his nose and eyes* That would be absurd. I happen to have a 501(c)3 for anti-bullying called Anti Bullying Leadership Experience. Everything that we do is going to be carrying our mojo of the anti-bullying. Could you imagine if I started yelling at one of my vendors and pouncing on them and playing a power trip with them? That would be the antithesis of everything. The point I want to make is make believe that you are on the stage of a microscope and you are being observed in everything that you are doing because you are. And as soon as the leaders know that, they will start looking at things differently. You drive up to the parking lot, see what the front door looks like, see how you are greeted, and you are watching everything that is going on. God is my judge, I must tell you. Hugh, you know I am putting together a little wedding party for my daughter. I was at two places today, one of which the woman didn’t show up to the appointment, and she needed to call me back, and she didn’t later. One was a very famous place called L’Auberge Del Mar. It’s five-star. When I called to make a room reservation there, I was there for seven and a half minutes before I even found someone. I eventually called the manager who called me back. I said, “I’m goin…

    Full show notes at the publisher

    Does the World Need Your Nonprofit? May 08, 2017
    Show notes

    Thomas Moviel is the CEO of 50 USA Markets headquartered in Orlando, Florida and has a background in economic research and business consulting. His company has strategic alliances with trade consultants, international trade offices, economic development commissions, marketing channels, manufacturers and researchers throughout the USA, which gives clients a full-breadth of market entry services. Here's their website: http://www.50usamarkets.com The Interview Transcript Nonprofit Chat with Thomas Moviel Russell Dennis: This is Russ Dennis with the Nonprofit Chat for Tuesday, May 2. We have Thomas Moviel, CEO of 50 USA Markets, headquartered in Orlando, Florida. How is the weather down there, Thomas? Thomas Moviel: We are finally getting some rain today. We have been in a drought for the past month, which is very unlike Florida. For once, we are happy to see some rain. Russell: A drought is a way some nonprofits actually describe their funding. A big piece of that revolves around the fact that people don’t know they are there or what it is they are trying to do. When we talk about marketing in a business sense, a lot of people cringe. But communicating what you’re doing is pretty important. I know that you do a lot with all sorts of market research and helping people position themselves. Why would it be important for a nonprofit or people who are thinking about starting a nonprofit to do market research? Thomas: Know if there is a real need out there for their nonprofit and services and mission. There are tens of thousands of nonprofits out there already. Often people have a good idea and see a need and think it would be a great idea for a nonprofit. But maybe there are nonprofits out there doing that already. Maybe they are not serving your community or your school system or whatever it may be that you are focusing on. There might be that nonprofit out there doing very similar things to what you want to do who are already getting funding from somewhere. As all nonprofits know, funding is a scarce resource. I think when you are going to get up and get a nonprofit going, as the saying goes, there is nothing new under the sun, but there are many ways of doing things. New strategies. But I think it’s important to do your market research because you want to know is funding even viable? If there are dozens of nonprofits out there who you haven’t heard of, or one huge mammoth of a nonprofit that has a monopoly on an entire area, maybe your chances of getting funding are going to be slim, or maybe instead your opportunity instead is going—I don’t know how often they do this—to them and working as a subcontractor or talking to them about partnering. What are the areas they are focusing on and not focusing on? Market research is not just secondary research of pulling data. There will be a fair amount of data out there. But also doing primary research and not just on the Internet, but picking up the phone and making a lot of calls. That was a very long-winded answer, but I can talk about this for days. That is a start. Russell: There are lots of reasons to do that. When you came up with your concept of 50 USA Markets, when you were putting your business together, you did a lot of research. Talk about what that looked like and how your background played into that, how you built your team to fill in those areas you needed a bit of extra support in and so forth. Thomas: I hate to disappoint, but my business started overnight, and work fell into my lap. Once I got started, because I worked for more and more domestic companies and organizations nowadays, but I focus solely on the U.S. I started off working for foreign companies who were looking to enter the U.S. market. I have a strong international background that goes back to working in international development. I was a Peace Corps volunteer in the Carpathian Mountains for a couple years doing economic development work. Very grassroots stuff and working with a lot of nonprofits over there and local city councils and churches and city halls. Basically, once I started getting going, I knew I needed to expand my business. I was working for one trade office. How I started getting going was finding out- There are a ton of lists and information, so I found out who the other trade offices were, how they operated. I talked to more diplomats and people who I know who are working in the international field. I realized a lot of big countries that are big into trade like France or the UK have huge departments with people doing what I do. But it’s a lot of the smaller companies, like Latvia, for example. I have been talking to them lately. They had a trading office until 2008, and then they closed it down, so their companies had no representation in the U.S. I talked to my friends and got an in with one of my Latvian friends from grad school who had contacts in the government. Because I live in Orlando, I tapped into- There is not a huge international community, but I looked at what is happening in Miami. I thought logically about where trade happens. Well, it happens in Miami. What trade offices are located in Miami? Then I looked at the websites, finding out who runs them. Literally sending out emails and follow-ups. Picking up the phone and cold-calling. Sharing with them, “This is what I do. This is how I can help you. What are your current needs? What are your current challenges?” Talking more and more and getting through the vetting process to become a vendor for them. That is a big way that I have done things. Word of mouth. I don’t use a lot of social media. For a lot of people, it’s a big thing. Maybe I am old-school, but I just find who those people are, and I pick up the phone and call or email. That is how I do things. Russell: I have an economic development background working with the tribal nation myself. Economic development is broad. It’s about lifting all boats up, and you stepped in and filled a need that was there. That was critical. That has proven to be lucrative. There is so much international trade. But you turned your attention to domestic markets. To me, that you are focused on being at home and doing work that helps support nonprofits to educate them on some of the things they need to do to become more marketable. If you were talking to someone at a new nonprofit or a social entrepreneur that was thinking about starting a social enterprise as far as finding out what he needs to know, what would be some of the first steps you would give him/her to take in order to find out if their idea is viable? Thomas: I think a few things that I would do is obviously start with very basic research on nonprofits. It’s going to depend on what your focus is. Are you national or local? If you are only local, focus on your local market. I know what nonprofits are out there. I used to live in Colorado, and there are a lot of nonprofits there. There was the Colorado Nonprofit Association or something, and they had lists of all the nonprofits and what they do. You can usually find a local resource. If you are in a remote area and can’t find something, maybe call your local city hall or city councilman. Their office can often be helpful and let you know what nonprofits are out there. Especially if you are going to go more regional or national, there is a trade association for everything. I know I can find within a couple minutes some databases that are big proponents, and their job is propagating the general nonprofit industry and doing lobbying on a state level or national level. They will have databases and resources and find out who is doing this out there. You can find out who else is doing something similar to what you are doing. Or you might find they are doing the same thing, but then research the website and reach out to them. Talk to them. Hopefully they are not very controlling or competitive and will share what they do. Maybe you will find what they do is helpful but still doesn’t fulfill needs you see. Another thing I would do is talk to people in the industry and find out what the trends are. One way you can find out what the trends are is who is funding the nonprofits who are similar to you, the start-ups? What types of projects or nonprofits are they funding? You might have something great for capacity building. You want to do capacity building for businesses, but that is not what is being funded right now. You might then need to find: If there is no funding for capacity building or my idea, what are other nonprofits that have that kind of interest and latch on to and do some volunteer work, maybe learn more about the industry or maybe you will see how you can take your vision and adapt it. Maybe there is funding going on for female teenage empowerment, something along those lines. I don’t know how you can combine those two, but doing research on another topic that really interests you or what is being funded, you might begin to see the initial vision is not exactly what you thought it was going to be, and you might have to modify it where you can do some capacity building but in an area that is getting funded, which might increase your chances of getting funded. Does that make sense? Russell: It does. A lot of people *audio cut* important to look into there. I am in Colorado, and I am a member of the Colorado Nonprofit Association. They are members of the National Council of Nonprofits, which is where you can plug in and fan out and see other places. I am a firm believer in what you are talking about as far as finding other people who are doing the same thing. A big piece of market research is the competitive analysis, seeing the competition. Unfortunately, it can be a barrier to collaboration. Looking at that landscape, more than half the charities that are started fail. Why is understanding the competition important? What are some of the things you look for as far as somebody that might be a potential collaborator, as it were? Thomas: I think the biggest thing I look for in someone who might be a potential collaborator is someone who genuinely expresses interest in collaborating or just throwing it out there: Hey, do you see any collaborative opportunities or is there something you need help with? If you were in my position, what would you recommend I do? Don’t rely on just necessarily one person’s advice. Sometimes a person’s advice could be golden, or it could just be rubbish and very biased and they might have their own agenda for why they tell you what they do. Getting on why to research competitors is saving time, effort, and money. If you think you have a great idea and spend all this time getting your 501(c)3 up and running, you try to convince your friends to join your board, then you find out you can’t get any funding or you don’t have time to write the grants or you don’t know how to write the grants or you can’t hire someone to write the grants for you. It goes a lot into strategic planning of course. You need to know again who else is out there, where are they getting their funding from? If you think there is room for you and your nonprofit in that segment, getting to know your competitors is very much what it is that you find that they do well and that they don’t do well. Maybe you can see what they don’t do well or at all, and that is your in. You can start with a mission. It may be a little different than what you originally wanted to do, but that doesn’t mean you have to stick with that forever. It’s just an in. I think many times people are too rigid. It’s not just nonprofits, but it’s in business. The universe can point you in a direction that may be different than your initial vision. Again, maybe you start off wanting to work with young girls, but the funding is for young boys or pre-teens. Then you get going and over time you get to learn the business, you get a good reputation, you learn who the funders are, and then you can get into the area you are most passionate about. Getting back to the competition: What is their operating efficiency? You see there are nonprofits out there that don’t use the money that is donated to them very efficiently. That is something that when I am making a charitable donation, I don’t care if it is $10, but I want to know how much of my $10 is actually going to good use. Maybe 95% of it is going to good use, but what are the results? Are people getting what they are supposed to be getting, or whatever the mission of your nonprofit is? Where you can learn about it is through talking to people, going to meetings, research, reading reviews, finding out your competitors can be a big part of when you are writing your grants, you can say, “Our operating efficiency is going to be high because we have such low overhead. We feel we have done the research, and this area has been neglected. It’s an underserved population.” Your job of analyzing your competitors is not to put them down but to learn who they are and what their pros and cons are. That can only help you with positioning yourself, which will greatly increase the chances of your nonprofit being successful. A lot of being successful is getting the funding. Russell: Understanding the market. A nonprofit has a look and feel of a business. You are operating an organization that is there to deliver value. I don’t think the people are worried about how much you spend as long as it’s being spent in the way that is delivering impact that has been promised. I think that you have different people that define that value differently. It’s going to be different for individual donors versus private foundations versus the government or any other number of people that you interact with. How many nonprofits, when you are sitting down talking with them about this research and the different audiences that are out there that interface with that nonprofit, how do you walk them through that and have that conversation around value and understanding all of the different people they come into contact with? Thomas: It depends on the flow of that conversation. Getting into what makes you unique or your idea unique. Who else out there is doing that? Have you done research on people or funds? These large grant funding agencies, are they funding these types of projects? Have you talked to them? Have you made phone calls? Why not call and ask about trends? They make the decisions on what the trends are going to be based on what they feel the needs are. I don’t see anything wrong with that. Also getting down into funding. If you have a full-time job, do you have the time? If you don’t have the time, how are you going to make the time? That may be hiring a team. That may be spending every weekend for the next year or two working real hard to get it up and running. I have been part of the grassroots nonprofits that I got involved with before as a 501(c)3, and then I was a board member and on the finance committee, so I got to see a lot of the tough dealings that it went through. It comes back again to what separates you from the pack. How do you know there will be funding for you? When you talk about impact, that’s great, but what does impact mean? When I say you, I am speaking generically. Why do people care about what you do? You might think they need it, but do they think they need it? Is there a real clamoring in your community for this service? That can be a big tell-tale sign if this is something to pursue or to shut it down altogether. One of the danger points is getting so excited about your idea that seems amazing to you, and it’s not to knock it, but you have to run it through the mill and let people give you feedback in the industry and through your secondary research, too, to find out if the world is ready for your great idea. Take your time. Do your due diligence. Don’t rush things. You can file a 501(c)3 any day of the year. I think too often people get too far down the road before they find out it’s not sustainable, even if the community needs it. There is no g…

    Full show notes at the publisher

    Interview with Marketer David Dunworth About Branding and Leadership May 01, 2017
    Show notes

    Interview with Marketer David Dunworth About Branding and Leadership

    Discover How You and Your Teams Represent Your Brand

    Learn how nonprofit leaders, boards and staff create negative brand recognition.

    David Dunworth has been involved with nonprofit for many years and knows how branding and marketing are an integral piece of connection to stakeholders. He is a life-long learner and an expert in marketing. He’s an International best selling author. His site is http://marketingpartnersllc.com

    Read the Transcript for the Interview

    Hugh: Greetings, this is Hugh Ballou. My special guest tonight is David Dunworth. My co-host Russell Dennis is also here. Russell has been on this journey with me many times. I appreciate your being here, Russ. David, he will interject some questions along with me.

    We pose the topic tonight of “Profit is not a dirty word.” Whoa. Before we get into that, I am going to ask you to tell people maybe three or four sentences about your background and why you should be talking about this topic so they can get some context on who David Dunworth is. I know you, and you have a lot of gifts to share. We are doing a snippet of those tonight. You and I have talked about how I encourage people to go away from the word “nonprofit” even though we understand that to describe the sector. It puts this in this scarcity thinking mode that we can’t make a profit. Speak a little bit. I am going more toward social benefit or social enterprise or tax-exempt charity. There are ways to describe us by not saying what we are not. What are we? David Dunworth, welcome to this interview. Say a little bit about your background, especially on this topic on branding and profit.

    David: Sure. Thank you, Hugh. Thanks, Russell. Glad to be here. My name is David Dunworth. Like Hugh said, I have a few things I am aware of based on my history. After the Vietnam War was over, I went to the public sector in the private club business. From 1971 to 1997, I was in the private club business. I ran officers’ clubs and NCO clubs. When I got out, I stayed in the private club business. During that time, I worked with the board of directors for the Michigan Cancer Foundation, the Leukemia Society of America, the North Carolina Health Center, a few others. I am not a foreigner to what I like to call social enterprises, but the bulk of my experience is marketing. I work with some nonprofits. In fact, I work with one in Fort Collins, Colorado, and another one in Florida. We talk about profit.

    We have to talk about profit in the charity business because that is where sustainability comes from. You can’t constantly be fundraising and burning it all up. You have to make enough revenue to build some reserves so that you have money that you can count on in those lean times. As you know, it gets leaner and leaner and tougher and tougher as more and more charities and social enterprises come to life. Everybody is fighting for similar dollars. Marketing and the word “profit” have to go hand in hand.

    To give you an idea, up until five or ten years ago, most of the large national social enterprises were relying on their “brand”, their label, their logo to be their representative. A couple of the big ones, the American Heart Association and others, started building some directives and policies around their brand control and brand messaging. The key to the whole thing in my opinion is that most of today’s charities don’t really understand the word brand. Brand is a lot more than just the logo or the picture or whatever it is they believe they stand for. It looks like you want to interject something.


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