Successful Nonprofit Arts Organizations, Like Successful Buildings, Depend on Successful Hierarchies
Bricklayers. Carpenters. Stagehands. Electricians. Actors. Musicians. Painters. Singers. Writers.
Easy to find hacks. Difficult to find experts. Project-based.
Foremen. Department heads. Designers. Curators. Musical directors.
Small universe of successful ones. More skills required. Still project-based. Work toward a larger goal than Level One, namely a finished piece. Excellent collaboration skills.
Smaller universe still. Hire and manage Level One and Two (no requirement to perform at their skill level). Work toward a slightly larger picture, although still project based.
Architects. Executive/Artistic/General/Producing Directors.
Scarce universe of specialists. Determine “what.” Hire Level Three – several Level Threes, in fact. Understand projects, themes, and cohesion.
Tiny, zealous universe. Hire Level Four. Determine “how.” Has personal stake.
The Community. The Mission.
Top of the hierarchy. Determines “why.”
Feedback from You (yes, you): 9 Words That Describe the Nonprofit Arts Issues That Are Placing You at the End of Your Rope
This blog, as most are, is pretty much one-way. I share experiences, advice, consultation, and observations; you read ’em. I can discuss 1,000 issues that affect nonprofit arts organizations.
But that’s me.
What keeps you up at night?
What concrete issue (not just “there’s no funding for…”) is fraying your rope? Or better, what issues are figuratively tying a noose around the end of your rope?
Here’s your assignment. In 9 words (no more, no less), write that issue and send it to firstname.lastname@example.org. That’s it. Beginning in August, we’ll periodically take each issue and I’ll give my take. Then we’ll open up the discussion to everyone who reads 137 Words. Let me know if you’d like your name in or if you’d like to be anonymous. And if you’d like my help privately, let me know that, too.
Consultant: A strategic plan should generally include the following sections: mission statement; outline of goals, objectives, and activities; assessment of current resources; and strategic analysis.
- All nonprofits are mission-driven; take care to define your mission clearly.
- Having activities or programs clearly defined will help your nonprofit communicate with the public. Remember that activities and programs flow from your mission.
- Assess all of your resources — including money, people, expertise, skills, and other intangibles.
- “Strategies” are practical ideas about how to make the best use of your resources to achieve your goals.
Them: Blah-blah-blah MONEY, blah-blah-blah GOALS.
Result: A “strategic plan” proclaiming the need for more money with no action plan (except, of course, to raise money) and no justification (except, of course, to raise money).
In answer to your next questions:
- Way too often.
- They blame the consultant.
Does long-term planning cause a rift between your artistic director and those other people?
Does it cause discord between your board chair and those other people?
Seen all the time among arts charities: carefully (and successfully) executed annual development plans reduced to rubble after the board institutes a high-priced capital campaign. The capital campaign sucks up all in its path, causing 5 years of stakeholder repair. Indispensable Chair happy. Staff leaves.
Artistic directors substituting their taste for vision and their personal and professional relationships for core values. Idiosyncrasy obviates mission. Indispensable AD happy. Board leaves.
Both cases: company imperiled, stakeholders leaving.
Time to create an action plan, written at a 5th grade level. Make it about impact rather than income. Test the theory that your arts nonprofit is indispensable. Make sure that your most important stakeholders don’t leave.
Nonprofit Arts Board Members, Executive Directors, and Staffs: Has Your Board Been Assimilated? Have You?
Board membership for a nonprofit arts organization is a privilege. It requires commitment of time and money. It requires the urge to change things for the better.
It’s not for self-aggrandizement. It is not about being thanked endlessly. It’s not about banquets, galas, and being fed.
It’s a job.
Group thinking can be inspirational, but “groupthink” can poison your organization’s health. When your board only votes unanimously, for example, or the newly-approved mission is just reverse-engineered to current activities and reduced to pabulum, you may no longer have a board. You may instead have a Borg.
Borg members wait for orders. They don’t debate. Resistance is futile.
The Borg is powerful. Borg Presidents lead by autocracy. Borg Queens (often founders) drive staff away by insisting the organization’s activities revolve around them. Borg Drones atrophy.
Board or Borg?
Special 2016 “Alan Harrison’s Birthday” Edition: Pack Up the Babies and Grab the Old Ladies – And an Easy-To-Fulfill Wish List
I was born on May 14. Conceived on a hot August night. Neil Diamond would’ve been proud. He was old enough to have a kid then, so…who knows? Brother Love? Are you my papa?
From him, I want flowers.
From you, I want (this is your cue):
- A 137-word card. ( <–Yes, that’s a link.)
- Share your favorite 137 Words post with your social network (that’s “share,” not “like”).
- To join a great company with a great mission. In Seattle.
- Health for The Kid.
- Guidance for The Kid.
- The love of my life to be happy, fulfilled, and curious. You know who you are.
- The ability for you to guide your favorite nonprofit to safety, security, and success.
- Brilliantly measurable missions, better than you believe you’re capable of.
- Complete, successful execution of those brilliant new missions.
- Pie, not cake.
Nonprofit Arts Executives: After the Ask (for anything, actually), It’s Fast “Yes,” Slow “No”… Try a Slow “Yes” Instead
If you don’t hear right away, it’s probably “no.”
That goes for asks, offers, hiring, and anything else you require.
And that goes for you, too, when your stakeholders ask, offer, hire, and anything else they may require.
Reflection is the predictable path toward rationalization to the “no.” This is why the phrase “upon reflection” is almost always followed by a version of “we’ve decided not to change.” After all, as a rule, it’s easier not to change than to take a risk.
Many arts charity executives preach the glory of “managed risk” (an oxymoron, of sorts) and value fiscal responsibility above social impact. To be clear, social impact is central to the success of the mission; fiscal responsibility is a valuable business practice.
If “yes” leads to greater impact, then stop saying “no”… especially upon reflection.
Artists and Non-Offensiveness: The Tyranny of Over-Sensitivity, Feelings, and Participation Trophies
There’s a troubling trend. There’s an absurd unwillingness to offend that seems pervasive among arts creators.
Not that creators are creating “Pleasant Art,” per se. Writers and artists are creating lots of work that is designed to make audiences uncomfortable. Which is good. The work may be about single issues and not terribly complex, but it’s good.
However, there are too many artists raised in atmospheres where everyone wins, even when they lose. In the name of inclusion and self-esteem, they live in a world where, like toddlers, “feeling bad” is simply unacceptable.
They believe they’re special.
To these artists:
- You are not special.
- You do not deserve success.
- Sometimes you lose.
It’s what you do with that information that defines you.
If you believe that nobody should ever have hurt feelings, you’re not doing your job.
Inevitably, there are moments where analysis disconnects with sentiment. You plan by yourself and generate work for your staff. Your staff objects. You have misread the room and caused great resentment. They think you’re a nut.
You’re in a big job interview. The interviewers say they want to “have a conversation,” but instead read from a pre-chosen list of questions. You try to converse. They bridle, citing “fairness.”
Your meetings with the board leave you rolling your eyes…and leave them rolling their eyes as well. You think they don’t understand the problem. They’re sure you don’t.
When you lead by pronouncement rather than by consensus; when you define interviews as interrogations; when you perceive meetings with superiors as continual performance evaluations – these are your issues, not theirs. That anxious sweat on your neck is on you.
Arts organizations challenge, reflect, and engage. They don’t solve.
And remember, race is only one small bit of cultural diversity, not all of them. Just as the opposite of love isn’t “hate,” but “indifference;” the opposite of diverse isn’t “white,” but “homogeneous.”
I read a political blog recently about the Democratic Party presidential race. What troubled me were these words:
“What I’m crossing my fingers for is that in ten years or so we’ll get… a young,
charismatic democratic socialist who runs for president. (Preferably this
candidate would be a woman or a non-white person or, ideally, both.)”
Isn’t that parenthetical statement just as intolerant as one where “not” had been inserted after “would?”
Diversity isn’t only about race or gender or any of myriad other categories. It’s about power, shared equally, with specific impact.
Face-palms in the arts world: Oh, somewhere in this favored land the sun is shining bright; the band is playing somewhere, and somewhere hearts are light
- A managing director is face-palming because the budget draft is still a departmental wish list;
- A marketing director is face-palming because the artistic director decided that he knew more about marketing than the marketing director;
- A development director is face-palming because the board chair has fashioned a multi-million dollar “capital” campaign (actually, a “get-out-of-debt” campaign) with no feasibility study, no regard to the annual development campaign, and no accountability to anyone else;
- An artistic director is face-palming because the plays she wants to do don’t jibe with the mission of the company;
- A board member is face-palming because every meeting is about reporting, money, by-laws, and the gala;
And somewhere, performing arts audiences and constituents are collectively face-palming, hoping against hope that the arts folks in their region remember that for them, it’s about the art.
Many nonprofit theater board members feel isolated. They’re told (or they conclude) that the only company that matters is the one for which they’ve chosen to spend their money, time, and expertise. Board members don’t have the time to discuss extra-organizational collaboration when the basement is flooded and the auditorium is only half-full and, oh yes, they have careers and families and other interests.
Collude. Your market is begging you to collude. Don’t guess what your competition is up to; collude and be part of the regional success.
Get together with other board members regularly. Require artistic directors to openly discuss their programming with each other. Oblige your organization to differentiate.
Think shopping mall, not stand-alone.
Chamber of commerce, not pop-ups.
Constellations, not stars.
Healthy arts communities are like boxes of chocolates, not bunches of grapes. Collude.
Life on the Unraveling Nonprofit Arts Fringe: Why Hiring Experience and Guile Trumps Everything Else
Actor Hugh O’Brian is said to have coined “The 5 Stages of an Actor’s Career;”
- Who is Hugh O’Brian?
- Get me Hugh O’Brian.
- Get me a Hugh O’Brian type.
- Get me a young Hugh O’Brian.
- Who is Hugh O’Brian?
We’re in contact with hundreds of highly-experienced, resilient people who have made a career in the arts – and they’re having difficulties getting back into the field.
Some of it is ageism. Boards use headhunters to find smart young guns to lead departments or organizations — only to find that instead, they’ve hired brilliant 2-year placeholders with few people skills, entitlement issues, little flexibility, and quick parachutes.
Studies show those >50 stay longer than those under <40, are more productive, have better improvisational skills and flexibility, and are likelier to bring success.
Forget headhunters. Do your own search. Hire someone better than you.
Nonprofit Arts Boards: Sustainability Does Not Equal Survival – Sometimes, it’s Best to Close Up Shop
Simplistically speaking, charities are like scientific experiments — unemotional methods to gain insight.
Sometimes, we make conclusions based on these experiments with the bias of survival as a sustaining strategy.
In nonprofit arts organizations, boards often conclude that their organization should last for some version of forever. It’s the biggest mistake a nonprofit arts organization board can make.
Sometimes, it’s time to close, not out of failure, but out of symptoms/findings:
- Chasing dollars with dollars
- Last-ditch “give us a million by next month or we’ll go out of business” campaigns
- Capital campaigns that mask company debt
- Doing off-mission work that “pays for” the mission-oriented work
- Unwritten HR policies that permanently institutionalize attrition
- No quantifiable proof of external impact
Boards – no shame to close an organization when findings lead you to that conclusion, even when your finances are sound.
If You’re _____________, Then Your Nonprofit Arts Organization is Probably Unsustainable (with apologies to Jeff Foxworthy)
- not paying your executive director because s/he is independently wealthy and actually donates 6 figures to the company;
- working 70 hours/week every week and see nothing wrong with that;
- hiring part-time employees and expecting them to work full-time free of charge;
- of the belief that your employees are less important than your equipment or your building;
- insisting that anyone besides your marketing director is the final word on your marketing;
- keeping your artistic director away from donors because s/he doesn’t know how to interact with them;
- in the mindset that any of your people are more important than any other of your people;
- playing “Dialing for Dollars” to meet your payroll;
- arguing that “keeping the base” is more important than expanding the audience, while…
- thinking that you can do both;
- sweating a little right now after reading this post.
Why do you do what you do?
Donors are not stupid. They already know WHAT you do. When you can make a compelling case WHY you do it, you’re on your way to a good relationship.
How is your process better?
Show why you provide great services. Don’t cheap out on those services just to serve more people. Persuade donors that you provide better value than they can.
Why are you more deserving than somebody else doing a similar thing? With malice toward none, distinguish yourself through contrast and differentiation.
What do I get out of it?
Learn what drives your donor before you ask them for money. Know if they want tangible recognition before giving it to them, for example. And thank them personally whenever possible (not via mail merge – in your own handwriting).
Organizational Health Can Be Measured by the Number of Donors Who Don’t Have to Give to Your Arts Organization
How many non-board (or non-ex-board) members give to your arts organization?
How many non-staff members?
How many non-parents (if you do activities that include children)?
How many people who don’t attend your gala or other special event?
How many people who refuse donor benefits?
In other words, how many people donate simply based on your mission, programming, and activities; or by trusting a stakeholder of your mission, programming, and activities without expectation of a return?
Count the households of donors who donated all on their own. If the number is small, create a special campaign to draw them in, even if the donation is a simple $50. And thank them – they’re giving for no reason at all, except for unconditional love.
Ultimately, the health of your organization is measured by the number of those who unconditionally support it.
T’was the month before year’s-end; the devo department
Was sending appeals to all homes and apartments.
The director was sweating like Richard M. Nixon
For fear that a failure would cause crucifixion.
The ED was clueless and screaming for money
And the board chair was gone, yachting to Bimini.
The donors were asked to contribute all year.
Each month — no each week! — it’s all they could hear.
“Give now” and “Give now” and “Give now” once again.
They were tapped just for money and not for their ken.
When all of a sudden there arouse such a ruckus
A donor had given fifteen thousand buck-us.
The annual giving director said “WHEE!
We’ll hit all our goals! And they’ll promote me!”
The year-end was saved and Christmas was merry,
Now it’s time to mail the appeal for January.
Calculate the hourly consulting rate of the people in the room (for example, 15 board members x $100/hour = $1,500/hour). At $1,500/hour, do you want to talk about the past or the future?
Board members, inside the meeting room…
- Never do what the last person in the conversation advocates. It’s a trick manipulative people do.
- Consensus is not unanimity; votes needn’t be unanimous. After the decision is made, however, everyone needs to back it.
- No devil’s advocates; take responsibility for your disagreement.
- Read the ED’s report beforehand. EDs: issue your report at least a week before the meeting.
- Your ED is not responsible for writing and executing your strategic plan. You are.
Oh, I can hear it now.
“See?” they’ll say. “People don’t care about outcomes when they make donations. The Washington Post said so. Ergo: we don’t need outcomes.”
To come to that conclusion is just whistling past the graveyard.
Remember these hard facts:
- The arts are not mentioned in section 501 (c) (3) of the US tax code (you know…the law). The arts fall under “charitable organizations,” which require a measure of public good.
- Using the arts as a cover for an individual’s vanity vision is fine, as long as it’s a commercial venture. Once you pull the taxpaying public into it, ethics demand an outcome.
- The arts can be transformative, both on a commercial and nonprofit level. What differentiates the nonprofit is that a measurement of positive change of the human condition is necessary to rationalize funding.
I’ve been reading a number of articles discussing arts charity marketing as a whole-company tool, not a ticket-sales tool. Here’s one from TRG.
I was disappointed by Advancement Northwest’s Major Gifts Symposium keynote speakers’ idea of including donors within a charity’s mission.
I have been met with resistance from key artistic and production personnel who have been taught that “we do the art and everything else is a necessary evil.” (Actual quote.)
It’s just human nature for stakeholders to overvalue their contribution. Board members do it. Employees. Volunteers. Audience. Artists. Donors.
Here’s the thing: arts nonprofits that are created to solve a societal problem don’t have these issues. These issues fester when the company is created prior to creating (and rationalizing) a mission.
Create your company as an answer and horses and carts will sort themselves out.
Just Because Someone Repeats It Doesn’t Make It True: Nonprofit Arts Organizations Must Serve a Charitable Purpose or Die Trying
Supposedly, Martin Van Buren wrote to Andrew Jackson imploring Jackson not to approve the railroads for fear of the loss of the canal system, citing mass unemployment, the closing of boating businesses, and the fear of trains moving at breakneck speeds of 15 mph. It never happened. I checked.
In W. P. Kinsella’s Shoeless Joe, “If you build it, they will come” was actually “If you build it, he will come” and referred to the farmer’s father. Not “If you build an arts center, thousands of new patrons will come, regardless of programming.” Read the book.
There is another fabrication that arts organizations are nonprofits simply by being arts organizations. It’s not true. I checked.
All over the US, there are myriad arts nonprofits that don’t serve a charitable purpose. Rightfully, foundations are noticing and diverting funds elsewhere.
There are an endless number of costly, effective CRM systems for the arts. One costs hundreds of thousands of dollars and it’s superb at what it does.
One might say, “It had better be.”
Before that expensive, expansive piece of software, there were others. Some great at some things, some at others.
Not one of these pieces of software ever raised a dime. People do that.
Not one of these pieces of software ever performed, exhibited, or created a compelling artistic experience. People do that.
Not one of these pieces of software ever governed, advocated, cajoled, or counseled. People do that.
Before CRMs that cost various ulnae, fibulae, and tibiae, there were inexpensive off-the-shelf database software solutions.
Before that, we did it all on paper.
Millions attended. Millions still do.
And the best relationships are still person-to-person.
Raising money is not Begging, It’s Sharing Joy with Someone Who Might Benefit from Joy in Their Lives
If you’ve ever dined out at a remarkable restaurant with a significant other, you know how to raise money.
You’ve tasted the Cabernet, the risotto, the chocolate soufflé. Inevitably (unless you’re an ass), you’ve offered a taste to your partner. You’ve chosen to have less of the valuable thing you love, but the increased joy of your partner provides impact to an outcome that shows that “spending” that taste was worth the return.
It’s a somewhat simplistic metaphor, but it’s awfully close. Joy in the works of nonprofit arts organizations is not an outcome, but the impact that leads to that joy is. And when you are able to catalyze your impact into a persuasive story – with quantifiable outcomes – then you’re raising money.
But if your partner hates chocolate, there’s nothing you can do. Remember that, too.
If it ain’t broke, break it. Then fix it.
You only read books in one direction.
Your legacy ends when you leave.
Institutional survival is not the goal.
Missions are gods; mission statements are bibles.
The best leaders are the best assistants.
Learn why before you continue.
Success is measured by impact, not excellence.
“Fiscal responsibility” is a business practice, not a mission statement.
Volunteers are employees who work for $0.
If your people are averaging 50+ hours a week, you’re failing.
Always use transitive verbs in your mission statements.
The cool kids are back in high school.
Sharpen your point of view; that’s why it’s a point.
Be completely, spectacularly wrong.
Treat candidates like employees.
Treat employees like human beings.
Treat human beings as though you are one.
Fire yourself regularly; interview yourself for your job.