Getting It Right the First Time

In these columns I address real-life obstacles and challenges that nonprofits face in creating sustainable funding to deliver their missions and achieve their goals. Readers write via email (info@TheEightPrinciples.com) to receive quick consultations and perhaps have their particular problems addressed in a future article.

Today, I want to relate to you the situation of an executive director of a land trust who reached out to me. She finds herself at a crossroads for the organization she serves. For a number of years, this organization has been successful in acquiring land to place in trust — some would say very successful. During the last year or so, however, she's noticed a plateauing of interest and, also, in new donors to the cause.

Being a "take charge" kind of woman, the executive polled current and even potential new supporters to get their take on the organization, its work and why they're involved at all. What she learned was stunning — and a text-book case in generational shifts in philanthropy.

The forward-thinking director contacted me at the point when she wanted some guidance regarding a total repositioning of the organization both in regard to its mission and how it engages its supporters.

The place she wanted to begin this undertaking was typical. She wanted to change the organization's name. Upon changing the name, then she would proceed to "rebrand" its communications, expand the mission statement and then broaden the support base — in that order. She has good board support and intends to use the board appropriately along the way.

My response to her was, well-meaning as her intentions are, she was making a common mistake made by organizations when they make a mission or cultural shift. She wanted to start with the most obvious, most immediate place to make a change — the name.