Tag Archives: fundraising

Lucyinnovation blog has moved house

Lucyinnovation blog has moved house. It now lives at lucyinnovation.co.uk

It’s moved because its been spruced up.

If you follow this blog, and want to keep following, you need to go to lucyinnovation.co.uk and scroll down to Follow Blog by email and sign up again.

I know that’s a pain. I’m sorry its clunky and not very innovative, but I hope you choose to keep reading….

Lucy

@lucyinnovation

Lucy@lucyinnovation.co.uk

How do you get ideas?

 

ImageIn 1965 James Webb Young published a book called ‘A technique for producing ideas’. It is a small and simple book. This blog is about what it says.

It talks about whether it is possible to identify a standard format for having ideas, so that ideas become a definite process, like an idea assembly line – in the same way that Henry Ford produced his Ford Model T.

Young starts on the premise that an idea is nothing more or less than a new combination of old elements. And that the key to an effective idea process is an individuals’ ability to search for relationships between elements that turn separate unconnected bits of knowledge into something greater.

Young identified a five-step process for having ideas.

1. Gather raw material; this is an on-going process and includes two types of material. Firstly specific material related to the problem you are trying to solve, for example getting under the skin of your supporter and really understanding where the opportunities are for you to add value. Secondly general material, which could relate to anything at all, for example the topics that interest you or you are passionate about. It is the combination of the specific and general material that you then have to opportunity to combine into something new. An example of this is when Steve Jobs dropped out of college. It gave him the opportunity to drop into classes that he was interested in. He attended calligraphy classes that had no practical application at the time, but years later he was able to combine this element when developing the fonts and design of the Apple Macintosh. He talks about this in his 2005 commencement speech.

2. Order and catalogue your thoughts; Young talks about Sherlock Holmes who spend hours indexing and cross-indexing his thoughts in scrapbooks (remember it was 1965). You too could keep a scrap book and there are now also many online tools to gather your raw material in one place, for example Pinterest, your own blog, Slideshare or even Twitter. Then seek relationships; deliberately look for relationships within your gathered raw material. Write your random thoughts down and build on those thoughts. Young describes it as ‘listening for meaning rather than looking’  

3. Incubation; if you are following the process, at this stage you are likely to have a hopeless jumble of random thoughts. This stage is about putting the whole thing out of your mind. Go and do something else, anything else. Something that stimulates your mind and emotions, have a nap, go for a walk, read a novel, go to the movies, go the gym or phone a friend. This is a definite and necessary stage that allows the unconsciousness mind to processes your thoughts.

4. Out of nowhere the idea will appear; according to Young this is the way ideas come, after you have stopped straining for them and have passed through a period of rest and relaxation from the search. The expression ‘sleep on it’ isn’t accidental. It is the process of your subconscious mind processing your thoughts.

5. Shaping and development of the idea; this is the really difficult bit. You have to be brave and put your idea out there.   You have to take your little new born idea out into the world of reality and develop it to fit external constraints. This is where good ideas can easily get lost. However, according to Young, a good idea has self expanding qualities, it stimulates those who see potential to add to it and possibilities in it that you have overlooked will come to light.

So if ideas are a new combination of old elements it is important to gather raw material by constantly expanding your experiences. So get out from behind your desk and experience more. It’s important. 

You are awesome. We will be back.

Most days I am thoroughly underwhelmed by mediocre customer service experiences.

It amazes me that in a competitive marketplace how little emphasis seems to be placed on providing outstanding service, especially when we know that personal recommendations are key in helping people make purchasing decisions, whether buying a new product or choosing what charity to support.*

If you receive poor or mediocre service you might not say anything. You just might not return. If the service is diabolical you probably will tell the world in order to stop anyone else having he same bad experience, or sometimes to give the diabolical service provider the opportunity to put it right. (You can see some of the best diabolical service complaints letters that went viral here)

So when something exceptional happens it really stands out. Something exceptional happened this week and I want to tell you about it.

I went for lunch with a friend at the Oxo Tower Brasserie on London’s Southbank. It’s on the 8th floor and has stunning views over the city. It was her birthday.

TG51We had a delicious meal and while we were waiting for coffee something unexpected happened. Our waiter, Marco, arrived at our table with a plate with Happy Birthday written on it in chocolate sauce accompanied with a scoop of ice cream with a candle in it.

My friend thought I had arranged it. (For a fleeting moment I thought of taking the credit, but I had to confess I hadn’t been that thoughtful.)

TG50

I asked Marco how he knew. He said he had overheard us talking when we toasted with our wine earlier and he thought it would be a nice thing to do.

It was more than a nice thing to do. It was awesome.

So a scoop of ice cream with a candle on is no big deal. The big deal was that someone was paying attention to us, understood that it was a special occasion and took the time and effort to do something to make us feel special.

Exceptional service like that is so rare. Yet in a competitive marketplace if you don’t offer exceptional service how do you get your customers to return and recommend you to others? The same applies to your supporters and donors.

It takes a bit of extra effort – but the result was that Marco and the Oxo Tower Brasserie stands out in a crowded marketplace of average experiences.

So thank you Marco for being a brilliant waiter and making our day. You are awesome. We will be back.

*Recent research claims that 90% of consumers trust peer recommendations (Source)while only 14% of people trust advertising.  Source: “Marketing to the Social Web,” Larry Weber, Wiley Publishing  2007

 

 

The Dragonfly Effect – its all wings and analogies

The Dragonfly Effect is a book by Jennifer Aaker and Andy Smith about ways to use social media to drive social change.

They use the analogy of the wings of a dragonfly as the four essential ingredients in any social media campaign.

It breaks down how to ‘do’ social media to drive change into four ‘wings’.

Wing one; is about focusing focus on a single concrete measurable goal or outcome and then breaking it down into small manageable actions or chunks.

Wing two; is how to grab attention and get noticed amongst all the other noise that we are all bombarded with.

Wing three; is about engaging your audience emotionally through telling stories and making a personal connection.

Wing four; is about how to make it easy for your audience to take action and enable others and the importance of providing fast feedback.

There are some interesting case studies, and they give tips for beginners on using Facebook, Twitter and YouTube and building networks. However, I was disappointed with the overall content as it was repetitive and cluttered and I found the number of dragonfly and wing analogies a bit irritating. (The dragonfly analogy is apparently because the dragonfly is the only insect to move in any direction when its four wings are working in concert)

However they make some good basic points, which apply to any activity designed to drive change, that of

  • Focusing on the end goal
  • Grabbing audience attention
  • Engaging with the audience
  • A clear and simple call for action

So my advice is, if you are planning to use social media (or drive any sort of change) to take these principles and get on with testing out your campaigns and messages rather than spending time reading the book.

I’d love to hear about what you are doing and what is working and not working for you on social media right now….

Are you passionate about your job?

On Tuesday I went to listen to wildlife film producers Patrick Morris and Huw Cordey tell their stories about the making of the BBC series Life and Planet Earth at the Royal Geographical Society in London.

They told stories of rats and leeches, caves and deserts, rivers and jungles. We saw the Tibetan fox with a strangely square head, watched monkeys in a hot tub at Hells valley in Japan and were wowed by breathtaking aerial shots of sand dunes covered in snow.

We learnt about some of the challenging conditions that Patrick, Huw and their teams had encountered; filming emperor penguins at minus 70 degrees, cameras broken by giant prehistoric fish and living inside caves for days with no daylight. And let’s not forget learning the process involved to make a cling film ‘burrito’.  (I’ll let you use your imagination with that last one)

Patrick and Huw’s brief with Life and Planet Earth was to raise the bar on previous wildlife films. They were tasked with enthralling the audience with epic cinematography and capturing the beauty and wonder of the planet in which we live by weaving stories around central lead animal characters to make the audience care about the wildlife they were watching.

They highlighted the importance of failure, how you need to have money to take risks and fail in order to push boundaries. They shared some of their failure stories, featuring eccentric Frenchmen in hot air balloons and giant trees (you may also imagine how that played out).

What struck me most was watching them effortlessly present, enthrall and capture the hearts of the audience, simply because they were talking about something they were passionate about. Their enthusiasm and passion was infectious. Can you say that about the work that you do? I hope so.

As if Patrick and Huw were not enough, he event was introduced by Sir David Attenborough.  And I got to meet him. Which was very exciting as he is one of my lifetime heroes. (Not that I had anything intelligent to say because I was too much in awe).

Thank you Patrick, Huw and David for your curiosity about our planet and the animals that inhabit it, and for inspiring the audience this week. Big thanks also your teams who fearlessly venture with you to some of the most remote places and tolerate extreme conditions in order to capture, share and inspire more of us to learn about the planet on which we live.

The event was organised by Epilepsy Action in memory of Octavia Morris who died age 27 as a result of her epilepsy.

Pillows, helmets and hygiene

Dave Brailsford, Team GB Cycling Performance Director attributes much of his teams’ recent Olympic success to incremental improvements.

The principle of incremental improvements across the cycling team came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improved it by 1%, you will get a significant increase when you put them all together.

This concept of incremental improvement or ‘aggregating marginal gains’ in sport is not new, but it has not been included into every element of a training strategy with such conviction before.

GB Cycling’s training included rigorous training schedules to improve physical fitness, a carefully planned diet, a series of marginal technical improvements to equipment and working with psychologists to adopt a winning mindset (which included reducing the number of racing days but competing in those fewer races with a focus on winning).

Brailsford also highlighted the importance of other things that might seem of little importance, like sleeping in the right position, having the same pillow when you are away, training in different places and being scrupulous about hygiene so as to reduce the chances of getting ill.

“They’re tiny things but if you clump them together it makes a big difference.” Dave Brailsford

The team also looked to worlds outside of cycling for answers. They hired Formula One engineers to model the aerodynamics of helmets and bikes, the “pillow” idea apparently came from the Royal Ballet and the emphasis on hygiene is the result of talking to surgeons about avoiding illness,  (Rumour has it that Brailsford had someone to continuously clean the door handles in the Olympic village lest germs should get into the camp)

For me, the team’s success is about the sum of the parts including; the dedication of the cyclists and the coaches, the physical training schedule, the best equipment, working with psychologists to ensure that cyclists were focused on success and the hard work and constant striving to be the best that they can be.

In addition to all of the above, the GB cycling team were doing something different to their competition, and I think that also contributed to making them outstanding.

Dave Brailsford and his GB cycling team bought home 7 gold medals at the London 2012 Olympics. Tell that to anyone who doesn’t see the value in incremental innovation.

What tactics can you borrow from the GB cycling team and apply to your fundraising?

The London Olympics flash mob at Wimbledon

In the Olympic ticket fiasco I somehow managed to get Centre Court tickets for the first day at Wimbledon.

Warned about airport style security and long queues we arrived early. A rare thing happened; the sun was shining so we decided to sit outside. We went up to Henman Hill or Murray Mount (whatever the hill at Wimbledon is called this year) to see if there was any other Olympic coverage happening on the big screen.

The people next to us said that they heard that there was going to be some ‘special surprise guests’ at 11am so we stayed, placing bets that it would be, (and really hoping that it wouldn’t be) Cliff Richard singing ‘Summer Holiday’.

Then someone got up and started dancing. It looked a bit weird. Then we realised she was one of the main dancers from the Opening Ceremony the night before. Then lots of other people started dancing. Then more. And more. Then we finally caught on that the ‘special surprise guests’ were this flash mob. They were awesome. You can see it here.

The dancers were excellent. It lasted about 5 minutes and then everyone went back to ‘normal’ as if nothing had happened. Apart from the cheers and whoops and laughter from the crowd.

I’ve never seen a real live flash mob before. It was really exciting and weirdly emotional. And although we were only watching in awe, we still felt part of something. All of us on the hill shared a unique moment. I felt part of something special. I was practically in tears with excitement about the day. And I was not alone. It was incredible.

So in fundraising we know that people take action based on an emotional response. So would it make sense to use the flash mob concept to engage groups of supporters in an emotional way when asking them to consider taking action for a cause?

I found these flash mob examples;

A way to get people to take their seats at a charity dinner and dance.

A way to get a campaigning message about recycling across.

Has anyone used the flash mob concept in their fundraising or campaigning? And if so what were the results? I would love to know.

Do you check your mobile when you are on the toilet?

At the Institute of Fundraising Convention last week there was a lot of talk around technology enabled giving (or TEG, yes, we have a delightful new technology enabled acronym) and in particular the use of mobile.

Heralded as the most powerful device ever invented; enabling us to access life’s essentials from money to friends to pizza, our mobile phone is a device which the majority of us do not leave home without.

There were some interesting stats from The Mobile Mindset Study, including;

  • nearly 40% admit to checking their phone while on the toilet. (*and that’s just the people who admit it. Personally I bet its more)
  • 63% of women and 73% of men ages 18-34 say they don’t go an hour without checking their phones.
  • 73% say they felt panicked when they lost their phone
  • 24% said they check their phones while driving.

We also learnt that 80% of the world’s population has access to a mobile phone. In fact globally more people have access to mobile then they do to clean drinking water.

In developing countries most people will only ever access internet on mobile phones (which was somewhat ironic as I didn’t have an internet connection in the conference session) meaning that globally mobile is going to be an increasingly important channel.

In 5 years mobile users will overtake desktop users. (a friend of mine actually had to explain the term ‘desk-top’ to a young person recently, who was baffled at the whole concept of a computer belonging to, or being static on a desk…..)

Mobile has also changed consumer behaviour in that people are constantly connected, and continually juggle and filter information. People have developed continuous partial attention disorders (CPA for acronym fans), a new condition which disables a person from concentrating on one thing for longer than about 10 seconds (in severe cases).

So, given all these stats, it was interesting that in a digital fundraising session when the audience were asked how many websites are mobile responsive one hand went up. And only four people knew how much of their web traffic came from mobile. (Most organisations get 10-15% of their web traffic from mobile and the number is increasing) And only one or two organisations had surveyed their online audience in the last 2 months. (there was significantly more than four people in the room in case you were wondering)

We know fundraising is about building relationships, understanding and connecting supporters to the cause, and making it easy for them to get involved. We also know that almost everyone is carrying the internet in their back pocket; connecting them to the world. Yet it doesn’t seem that we are developing our communications to ensure they are accessible to these growing audiences? Why not?

So to summarise the key messages on mobile fundraising;

  • mobile is becoming more and more important to engage with multiple audiences
  • use of mobile is growing fast
  • make your content is accessible for mobile
  • you cannot pretend that mobile isn’t happening
  • if you can’t help people give on mobile you are missing out

Or perhaps I got a warped view because all the people in the room were not putting their hands up because they were CPA suffers and really stressed out at not being online and connected? Possibly. In a funny way I kind of hope so.

There are people dying now, so give me the money

On 31 May, hundreds of fundraisers gathered in London to hear 22 fundraising professionals share which fundraising ideas they wished they had thought of. I was proud to be included in the line up of speakers.

I took some inspiration away from every single presentation. So that’s at least 22 ideas (if I include my own).  Not bad for an afternoons work.

Rebecca Mauger from Red Cross spoke about Live Aid. Now this struck a bit of a chord with me because I really remember Live Aid.

The Christmas before LiveAid, I remember going to WHSmith with my pocket money to buy the 7” single, ‘Do they know its Christmas’ to help victims of the Ethiopian famine. Yes that is physically going into a shop (with my mum), and buying a vinyl record and coming home and playing it non-stop on my parents hi-fi system. Back in 1984 this made me very cool. And I haven’t been very cool since.

At the time it was the UK’s best selling single and raised an estimated £8 million. The point is that it made giving to charity very cool for not just me, but for many people.

I also remember my dad coming home from work being super excited that he had seen Bob Geldof getting on a plane (my dad worked at Heathrow). He rushed off to Boots (yes the pharmacy) to get his film developed (no digital then) and we were delighted several days later (one hour service didn’t exist) to see 24 shots of a small man with big black hair (or possibly a hat) in a white t-shirt getting on a plane in the very far distance (no zoom lens). You might have an app that makes your photos look like this. My dad was, nevertheless proud of ‘meeting’ Bob Geldof, even though he was ‘a bit scruffy’.

Live Aid was a music concert held the following July simultaneously in London and Philadelphia. 58 bands played over 16 hours attended in total by over 170,000 people and the broadcast was watched by two billion people in 160 countries. Oh and they planned and delivered it in 12 weeks. Oh and this was before the internet or email was invented.

In 1985 Live Aid was an entirely new phenomenon for the fundraising world. Nothing like this had ever happened before.

I remember being glued to the telly that day. And I remember Bob Geldof getting all shouty and sweary. Now I know that he was getting frustrated that there wasn’t an urgent enough call to action when he famously said ‘f*** the address! –  there are people dying now, so give me the money.’ You can watch below.

The original fundraising target for LiveAid was £1 million and the final figure raised was about £150 million. Outstanding.

So thank you Rebecca for indulging me on a trip back to when I was cool. But more importantly for reminding us all that with an urgent need, passion, determination, bloody mindedness, a strong ask and sometimes a bit of swearing we can achieve outstanding things.

‘If the best thing we can say about our organisation is how much it costs to raise a pound then that’s a bit sad’

Today I was reading Kevin Baughen’s Penguin Blog, ‘Which charity brand will be the first to jump on admin costs? And it reminded me of couple of sessions that I saw at the FIA Conference earlier this year.

Dan Pallotta, author of Uncharitable and founder of Pallotta Teamworks spoke about how charities overheads are perceived by the public, media, government and their own staff.

Dan challenged the popular belief that the more of a donation that goes directly to services and the less that is ‘wasted’ on overheads including salaries, staff development and administration, the more effective the charity. He spoke about expectations that charity staff should be paid far lower than their equivalents in corporate organisations, and receive less investment in personal development and training, because they are compensated by the ‘feel good factor’ of working for a ‘worthy’ cause.

Dan used an example of soup kitchen A and soup kitchen B to illustrate his point. Soup kitchen A reports that 90% of every donation goes to the cause; soup kitchen B reports 70%.

But what you don’t know from this topline statistic, a statistic from which many people base their decision on which organisation to support, is that soup kitchen A serves rancid soup in a run down building with unfriendly staff, while soup kitchen B is open all the time, employs friendly staff, serves hearty nutritious soup in state of the art facility and also does case management.  In this scenario when making a decision on which organisation to support, the percentage that goes to the cause is not a good question. A better question would be; which charity makes the most difference?

Many charities are apologetic about the costs involved to raise funds. Almost half of charities claim that there are no costs associated with their fundraising. The lack of transparency regarding expenditure required to deliver sustainable fundraising only exacerbates public, media and government perceptions that somehow charities should fundraise for free, and that donors should expect 100% of their donation to go directly to services.

Adrian Sargeant in his Masterclass on ‘What every board should know about fundraising’ raised a similar point. He commented that “If the best thing we can say about our organisation is how much it costs to raise a pound then that’s a bit sad.”  The most important measure is the difference that a donor has made.

Adrian went on to highlight that in the UK we lose 50% of new donors in the first year. Then 30% year on year. In 2007, 38% of donors stopped giving. Over half of those stopped because they no longer felt personally connected. So, if we don’t continue to engage and build relationships with donors the initial cost of recruiting those donors is wasted.

Developing long-term relationships requires investment. It simply can’t happen for free. Charitable organisations must continue to invest carefully in their fundraising and at the same time be bolder and more transparent about the real costs involved in running an effective sustainable fundraising programme.

This paradigm shift has to be led from within the sector. It is the responsibility of charities to change the perceptions of the public, media and government and help them understand that fundraising efficiently does indeed cost money.

Kay Sprinkel Grace described fundraisers as brokers of dreams, giving supporters the opportunity to make a difference to the world. Yet our big dreams and ambitions, and those of our supporters are often reduced to apologetic conversations about how much it costs to raise a pound.

How can you be bolder about the real cost to raise a pound? And more importantly how can you show your donors that their donation to your charity will make the biggest difference?