In this episode of The NonProfit Nook, host Wendy Kidd and guest Dr. Colette Portis from the Red Development Group continue their strategic planning series. They discuss the often-overlooked aspect of team development and delve into the essential elements of effective strategic planning for nonprofits. The conversation covers the importance of revisiting mission and vision statements and setting measurable goals. Dr. Portis outlines the 15 crucial plans that comprise a comprehensive strategic plan, including goals, financial planning, and community engagement. This episode is packed with actionable insights designed to help nonprofit leaders develop robust strategies that align with their organizational missions and values.

Links:

https://linktr.ee/reddevelopmentgroup

https://amzn.to/42h8UiE - JUST Strategy By Dr. Collette Portis

https://amzn.to/4ntu1a9 - G.O.A.L.I.E. By Dr. Collette Portis

https://amzn.to/3ImXHXd - CEOs Finish Strong: Learn What’s Weakening Your Company by Dr. Collette Portis

SBDC - https://www.sba.gov/local-assistance/resource-partners/small-business-development-centers-sbdc

Junior League of Collin County - https://www.jlcollincounty.org/community/meeting-facilitation-services/

https://www.bosslevelengaged.com/services-for-nonprofits-nonprofitnook

https://thenonprofitnook.com/

https://www.youtube.com/@BossLevelEngaged

https://www.instagram.com/thenonprofitnook/

https://flodesk.com/c/G0H0UB

00:00 Introduction to NonProfit Nook

01:14 Welcome and Guest Introduction

01:39 Strategic Planning Overview

02:11 Importance of External Support

03:21 Revisiting Mission and Vision

05:38 Assessment and Goal Setting

08:29 Identifying Blind Spots

08:46 Financial Literacy in Nonprofits

11:19 Resource Allocation and Team Development

26:42 Personal and Team Development Plans

30:37 Staying Organized with Priorities

30:58 Aligning Values with Your Calendar

31:13 Strategizing for Life and Work

32:04 Community Engagement and Impact

33:46 Event Planning and Execution

37:01 Social Media and Branding

39:19 Marketing and Sales Strategies

43:56 Technology and Succession Planning

52:51 Final Thoughts and Next Step

Mentioned in this episode:

Flodesk

Dr. Collette Portis:

2

And I will tell you if there is one

piece of a strategy that gets missed.

3

90% of the time it is that, yeah, how

am I developing my team so that they

4

are growing with the organization?

5

How am I deploying my team into spaces

to allow them to gather information

6

and bring it back to the table so we

can use it to make decisions so we

7

can use it to grow this organization?

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And a lot of times we don't think

about staff development that way.

9

Wendy Kidd: Welcome to The NonProfit

Nook, the podcast for nonprofit

10

leaders, board members, and community

change makers who want to build

11

stronger, smarter organizations.

12

I'm your host, Wendy Kidd, a longtime

business owner and nonprofit leader,

13

and I'm here to bring you real talk,

real tools and real stories to help

14

you thrive in the nonprofit world.

15

I'll be talking with local nonprofit

leaders, community change makers,

16

and experts in everything from board

development to fundraising and digital

17

tools, sharing real stories and simple

strategies you can actually use,

18

because running a nonprofit is hard,

but you don't have to do it alone.

19

Let's get started.

20

Welcome everyone.

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We are here again with Dr.

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Colette Portus with the

Red Development Group.

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We are talking through our strategic

planning series, and if you guys

24

listened to the episode prior to this,

that was the first part of this series.

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If you have not listened to

that first part, you really need

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to go back and listen to it.

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Lots of good stuff on how to prepare for

strategic planning for your nonprofit.

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So today we're gonna move into

what we're actually doing.

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First episode was all about the

pre-work, all the things we needed

30

to assess before we sat down and

really started making a plan.

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Um, but now we're, we're,

now we're down to it.

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We're gonna start planning.

33

And so we need to talk about

what should that look like?

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What are these strategic planning sessions

or days or et cetera, what is that gonna

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look like and what is that gonna include?

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So, come on, Portis, let's talk about it.

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Let's talk about it.

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Dr. Collette Portis:

39

Um, so.

40

Depending on who you use as your

service provider, my recommendation

41

is to use an outside service provider.

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I also know that there are nonprofits that

cannot afford an outside voice, so you

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have to figure out how to do it yourself.

44

But then in cases like that, my

suggestion is to bring in some

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supporters who really love you and

who will give you great advice and

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who won't just give you the friendly

47

stuff,

48

right, to help you, um,

see an outside perspective.

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Wendy Kidd: Right.

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I also feel like, and you tell me how

much this is true, but I feel like

51

bringing in somebody from the outside also

helps mediate the conversation better.

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Dr. Collette Portis:

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Absolutely.

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Right?

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Absolutely.

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My suggestion would be

to use your supporters.

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Mm-hmm.

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So your donors.

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Because one, they have a

vested interest in you.

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They've put their money

where their mouth is.

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Mm-hmm.

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But number two, it gives you an

opportunity to help them understand

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where you're going and be a part of it.

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So that means nine times outta

10, they're also going to

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financially support you more.

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Right.

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Right.

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They bring their resources to table.

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Wendy Kidd: Right.

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They're, they're invested in

what you're doing that day.

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Yeah.

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They wanna make sure that you are getting

to the goals that are appropriate.

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Absolutely.

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Um, and I think that that's part of the

strategic planning, and maybe you're

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about to tell us all this wonderfulness,

but I think of strategic planning, the

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hardest part I feel like is, I feel like

people sometimes reinvent the wheel.

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Dr. Collette Portis:

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Mm-hmm.

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Wendy Kidd: They're not going

back to their original mission

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statement, their original vision

statement, their original values.

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They're not using that as a touchstone.

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Instead they're trying

to recreate that wheel.

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Yes.

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And I feel like that, that strategic

planning is not to reinvent that.

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Correct.

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It is not to reinvent your nonprofit

unless you know your nonprofit's got

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problems and you're reinventing it.

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But you should be going back to basics

and trying to figure out what your

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measurable goals are for the future.

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Right?

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Dr. Collette Portis:

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Yeah.

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Your, your mission statement,

your vision statement, your core

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value statements, not words.

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Mm-hmm.

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Because we all define words differently.

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So you should have statements.

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Those are your anchors.

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Those are your guiding stars.

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So anything you put in your

strategy should be pointing

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or leading to those things.

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Yes.

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So your mission statement is the mission.

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Mm-hmm.

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We are working to get there.

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So this year, this 12 month period,

we're gonna do these things in

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order to get closer to our mission.

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Yeah.

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Your core values are, these are the rules

that are going to govern our behaviors

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as we move towards that particular goal.

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So yes, you're absolutely right.

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You need to be, you need

to be aware of those.

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You need to be checking in

with those things to make

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sure they are still the same.

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You don't have to reinvent the wheel.

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Right.

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Understanding your anchors, making

sure they're still your anchors.

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They don't need to be adjusted

or anything like that.

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Then setting your goals, what do

we want to do in the next year?

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What does our work look

like in the next year?

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Sure.

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When we strategize, we have 15

plans, and so clearly, of course,

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my brain is gonna think that way.

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So our very first plan is

looking at what does it look

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like to grow this organization?

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What does growth even mean?

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Where are we right now?

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What did we do in the last year or

the last five years, depending on how

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often they, um, look at their strategy.

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My suggestion though is if you're using

strategy, you need to do it annually now.

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Technology and everything is changing so

fast that you have to do it, um, annually.

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Wendy Kidd: Sure.

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So, so really our first step is

looking back at those assessments we

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talked about in the first podcast.

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So, or presenting those assessments

to everybody that's in the room.

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Yeah.

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Right.

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We talked about, you know, what,

all we needed to assess who,

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who is gonna be in this room?

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We're gonna present all of that to

them and make sure that they understand

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where the organization is right now.

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Dr. Collette Portis:

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Absolutely.

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Because if you don't know where you

are, how do you know where you're going?

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Yeah.

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If I don't know, I'm in Texas, how on

earth am I gonna plan to get to Chicago?

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Yeah.

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I don't know where I am.

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Mm-hmm.

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Right?

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Mm-hmm.

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So first, knowing where you are and

looking at that assessment data,

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understanding where the organization is.

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Also understanding how what you did in

the past is connected to your anchors.

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Mm-hmm.

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Was it connected or were we

just doing a lot of stuff?

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Wendy Kidd: Right.

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Was it successful?

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Was it what we really

wanted to have happen?

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Did something else happen

that we didn't realize?

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Yeah.

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That's all part of that assessment review.

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Yeah.

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Dr. Collette Portis:

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And what's, what's important about that

assessment piece connected to the anchors?

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Nonprofits work from their heart.

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It is always hard work.

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And so when their heart feels like doing

some work, it will move towards that path.

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The question always remains

is that particular hard work

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connected to the mission, right?

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Because sometimes it's not right.

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Um, for the sake of an example, I have

a nonprofit that we mentor and they're

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focused on, um, reducing gun violence.

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Hmm.

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But they were spending a lot of time

doing Thanksgiving baskets and school

176

drives, and so they were spending a

significant amount of time hosting these

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big events every year, which impacted

the, how they were able to move towards

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the goal of reducing gun violence.

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Mm-hmm.

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It took their time.

181

Yeah.

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And so while that was good stuff to do

and those families needed those things.

183

That was not driving them

towards their mission.

184

Right.

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Right.

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So making sure that whatever you're doing

is driving you closer to the mission.

187

So assessment, um, looking at your

anchors, and then once you've looked at

188

your anchors, now let's set some goals.

189

Mm-hmm.

190

What is it that we need to do first?

191

Very first Sure.

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What is it that we need to do

in the next year to help drive

193

us closer to that mission?

194

Wendy Kidd: Mm-hmm.

195

Dr. Collette Portis:

196

That's number one.

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What is it that we want to do?

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To help drive us to that mission.

199

That need to do piece is gonna

come from your assessments as well.

200

Your assessments should be informing

you about what you can do better.

201

But more importantly,

what are your blind spots?

202

Mm mm-hmm.

203

Blind spots are the number one needs.

204

That's where we've gotta start.

205

Then secondarily, those

things we can improve.

206

'cause you're already doing some of that.

207

Mm-hmm.

208

Your blind spots, you're

not touching at all.

209

Wendy Kidd: Yeah,

210

Dr. Collette Portis:

211

so you've gotta start working.

212

Wendy Kidd: Can you give an example of

what one of those blind spots looks like?

213

Because I guarantee there's

gotta be a common theme.

214

Dr. Collette Portis:

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Absolutely.

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I um, we have another nonprofit that we're

working with, and literally before I came

217

here, this is how the phone call went.

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What is your budget?

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Where are your financial statements?

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And I'm naming your cash flow statement,

your balance sheet, your commonized

221

statement, and eyes are glossed.

222

Yeah.

223

And then they pull up the budget

and I'm like, this isn't correct.

224

It's like, this is almost

like you're scratched down.

225

You know, some numbers at the kitchen

table on the back of a napkin.

226

It's not informing or telling a story.

227

They don't know.

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Like I didn't know it

needed to tell a story.

229

I just knew that the law requires

that I track the numbers.

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Right?

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It's like, no, the numbers are important.

232

They tell you a story and they inform

you about what you can and you cannot do.

233

Yes.

234

What what's possible and what's not

possible if you don't know that you

235

really are driving blind, which is

what a lot of the struggle is when

236

it comes to, um, to nonprofits.

237

Mm-hmm.

238

The other piece of that is.

239

A lot of times they go get support.

240

They've got a CPA, an accountant,

a back office or whatever, but they

241

don't know enough to give them the

information they need in order to be

242

informed and make the informed decisions.

243

Yeah.

244

So when you just don't

know, you just don't know.

245

Wendy Kidd: Yeah, absolutely.

246

So it sounds like an assessment a lot of

times that we're finding as a blind spot

247

is simply you don't understand your own

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Dr. Collette Portis:

249

financials, you don't Yep.

250

Most of the time.

251

Right.

252

And, and.

253

That's been in small

nonprofits and larger ones.

254

Wendy Kidd: Yes.

255

Yes.

256

Dr. Collette Portis:

257

Um, to the point where we've worked with

larger nonprofits that had to actually

258

get rid of their CFO because we have

no idea what any of these numbers mean.

259

They're just numbers and

we're getting our paycheck.

260

Not that we don't care, we do,

we just think that they're doing

261

what they're supposed to do.

262

But then when someone has to explain

and they get to question three mm-hmm.

263

And they go, uh.

264

Because they don't know.

265

Yep.

266

That's a big problem.

267

Yep.

268

Yeah.

269

It takes money to, to create impact.

270

Like I'm, I'm a Christian woman.

271

The word says that money,

answer with all things.

272

Well, you, you got, if you,

you gotta figure out how to get

273

the answer and then manage it.

274

Absolutely.

275

You can't just do, you know, and

that, but that's what happens

276

because we're working from the heart.

277

Absolutely.

278

So, assessment to inform

you where you are.

279

Mm-hmm.

280

Your anchors.

281

Mission, vision, core value

statements, setting your goals first.

282

What do we have to do?

283

What do we need to do?

284

What do we want to do?

285

Have to do blind spots, need to

do improvements, want to do with

286

all those big exciting goals.

287

We wanna grow this and we wanna

do that and, and all of that.

288

Once you figure that out, then you gotta

figure out what is it gonna cost me?

289

Mm-hmm.

290

In time, in talent and money, what

is it going to cost me to do that?

291

I was sitting with another client and we

were working on their, um, their strategic

292

plan, and this client from our heart goes,

I wanna give my people a 10% commission.

293

I was like, great.

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That sounds good.

295

Let's do it.

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And then I wanna, at the end

of the year, give them a bonus.

297

Awesome.

298

Let's do it.

299

Then I said, okay, well

here's the numbers.

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And she goes, oh my God, no,

we're gonna have to go to 1%.

301

Because now I'm, yeah, I'm making an

informed decision based on my numbers.

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Wendy Kidd: Mm-hmm.

303

Dr. Collette Portis:

304

As opposed to a heart decision, because

her heart would've let her do 10%

305

and that would've closed her company.

306

Yep.

307

But she didn't know that because

she just didn't know that.

308

Wendy Kidd: She just

didn't know the numbers.

309

Dr. Collette Portis:

310

She just didn't know the numbers.

311

Wendy Kidd: Well, and I think that

that's honestly something that

312

I see a lot of people that don't

know how to do strategic planning.

313

That's what I see them doing is they

kind of treat strategic planning

314

as a brainstorming session mm-hmm.

315

Of, Hey, what are all the

things that we wanna do?

316

Right.

317

And they, they talk about all

the things that they wanna do,

318

but there's no real math done.

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There's no real, you

know, setting smart goals.

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Yes.

321

You know, I've heard the smart goals.

322

Yes.

323

There's no real setting of smart goals.

324

There's very just, oh my

gosh, we have so many ideas.

325

But that's not what, what all we're

doing in this, in the session.

326

There's more to the session Absolutely.

327

Than just brainstorming.

328

So it sounds like brainstorming is Yes.

329

That's one of the first things we're

doing, but then we're doing math.

330

Yeah.

331

Then we're doing actual evaluation

of these goals, of what's it

332

going to take to get there.

333

Dr. Collette Portis:

334

Absolutely.

335

Brainstorming is.

336

The truth of the matter is coming out of

your year before and your assessments,

337

you, it should be informing you about

what you're doing the next year.

338

Yeah.

339

Your goal setting shouldn't just be, you

know, all these wild ideas that we have.

340

it shouldn't be that.

341

Mm-hmm.

342

Your, your data should be informing

you that this is the next step that we

343

need to take in order to get closer.

344

Right.

345

And that evaluation also means

what are we not doing anymore?

346

Yeah.

347

What are we going to continue to do?

348

Mm-hmm.

349

What is it that we haven't done

that we need to start doing?

350

Mm-hmm.

351

Those are important questions that need

to be asked and need to be answered.

352

If you don't answer those questions, then

when you get to the rest of the plan.

353

Then you're all over the place.

354

You also have to know who am I talking to?

355

Because again, as nonprofits,

we're heart people.

356

Because we're heart people

we will help everybody.

357

But yes, giving kids backpacks

does not reduce gun violence.

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Right, right, right.

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So I could be helping over here with the

second grader who needs a backpack, but I

360

really need to be helping the, the group

of teenagers that are most impacted.

361

Right by this.

362

Right.

363

So making sure you know who you're

talking to and don't be afraid of that.

364

So many people are afraid to

narrow who they're talking to.

365

I tell people all the time, if

you are talking to everybody,

366

you are talking to nobody.

367

That is right.

368

Wendy Kidd: I love that.

369

Dr. Collette Portis:

370

If I said, if I said lit

to my grandfather, so true.

371

He understands fire.

372

Mm-hmm.

373

If I said lit to my sister.

374

She understands something then what

I say, lit to my niece or nephew.

375

Mm-hmm.

376

It's one word, three

completely different meanings.

377

Yes.

378

Granddad is looking for

a lighter or mattress.

379

Mm-hmm.

380

Right, right.

381

Like means something completely.

382

So if you're talking to everybody,

you are talking to nobody and you

383

don't have to narrow it forever.

384

Mm-hmm.

385

Just for the next 12 months.

386

Become an expert in who

you need to decide that.

387

Yes, in your strategic plan,

what do I wanna do more of?

388

What do I want to do less of?

389

Yes.

390

If gun violence is the thing

that I really want to tackle,

391

then who's most affected by it?

392

Who's the one that's committing it?

393

What?

394

What's happening in their

lives that's causing it?

395

What's happening in their

lives after it happens?

396

Become an expert in that and

build your plan around that.

397

Absolutely.

398

How do we solve for these things?

399

Gun violence is the symptom.

400

Mm-hmm.

401

It is not the problem.

402

But if we spend 12 months understanding

it, then we know what the problem

403

is that we can solve for that.

404

Go back to that piece of assessing

and you should be looking at if you're

405

do, if you're, you have programming

and things like that, you should

406

have surveys that's happening after

every single time you have a program.

407

Mm-hmm.

408

And you should be looking at that

data because that data is informing

409

you of how you need to move forward.

410

Mm-hmm.

411

If you're not using that data, you're

not looking at that data, then to

412

your point, you are gonna start

creating solutions for problems for

413

people who don't have these problems.

414

Right.

415

These aren't the problem.

416

The problem isn't gun violence.

417

That's the res, that's the result.

418

Of the real problem.

419

How do we figure that out?

420

And that takes multiple voices.

421

So there's some stuff that has to

happen, you know, in that assessment

422

piece prior to going into planning.

423

You've gotta be informed when you

go into that and informed by data.

424

Mm-hmm.

425

Not what we think is happening.

426

Right.

427

You also need to have surveyed your team.

428

Yes.

429

Yes.

430

'cause your front facing people, they

know where, what all the problems are.

431

Absolutely.

432

The people at the top oftentimes think.

433

Or they've overheard but they don't

really know completely what the

434

problem is in, in a lot of cases.

435

So you need to be looking at your

team, understanding how is the policy

436

that you created stopping them from

doing their work or slowing them down.

437

All of that kind of stuff

goes into a strategy.

438

Absolutely.

439

Because once you've built that strategy,

then you've gotta start to build the

440

system that supports the strategy.

441

Now, I know we're not talking

about that today, but.

442

That is the next step after

you've built your strategy.

443

So you've got your assessments, you've

got your anchors, you've got your goals.

444

Now that I have these things, now it's

time to work on all of the relationships

445

and the system that needs to support it.

446

So the very first thing is who

are we and what are we doing?

447

Mm-hmm.

448

And then it's like, okay, well then what

resources, people, time dollars, things

449

like that do we have that can support

us in being more of who we say we are?

450

Wendy Kidd: Yeah.

451

That's part of your

452

assessment is absolutely who, who are

your people and what are their skills?

453

Dr. Collette Portis:

454

Absolutely.

455

Wendy Kidd: What strengths

do you have on your team?

456

What weaknesses do you have on

your team because you're missing

457

those people that you need to, to

help with those types of things

458

Dr. Collette Portis:

459

and who needs to detach?

460

Yes.

461

From the team.

462

Yes.

463

In order for the team to move forward.

464

Wendy Kidd: Yeah.

465

Is the whole team working

with all cylinders?

466

Absolutely.

467

Or do we have some kinks?

468

Dr. Collette Portis:

469

Do we have a cancer on the team?

470

Mm-hmm.

471

Right.

472

Do we, is there somebody holding us back?

473

And being okay with letting them go.

474

Yeah, that's fine.

475

Free them to the wild yonder

and let them find something

476

that makes them really happy.

477

Mm-hmm.

478

And because again, because it's

our heart work, we go, oh my God.

479

But they're family.

480

Oh my God.

481

But they're, but really, we don't realize

sometimes that we're holding them back.

482

So now you're in this place where you've

gotta figure out all your resources.

483

So there should be a plan

specifically around technology.

484

Wendy Kidd: Mm-hmm.

485

Dr. Collette Portis:

486

How is technology supporting you?

487

In doing what you're doing.

488

Wendy Kidd: Oh, now you're

speaking my language, right?

489

I'm a lover of systems and technology.

490

Dr. Collette Portis:

491

Absolutely.

492

How are your community partners?

493

Mm-hmm.

494

Supporting you and what you're doing?

495

How are you educating your

staff, developing your staff,

496

and so that they can show up for

you in the best possible way?

497

And I will tell you if there is one

piece of a strategy that gets missed.

498

90% of the time it is that, yeah, how

am I developing my team so that they

499

are growing with the organization?

500

How am I deploying my team into spaces

to allow them to gather information

501

and bring it back to the table so we

can use it to make decisions so we

502

can use it to grow this organization?

503

And a lot of times we don't think

about staff development that way.

504

I have a consultant who is on my team.

505

And he called me a couple of days ago

and he's like, you need to do this MBA.

506

I am like, listen,

sister got eight degrees.

507

She's not doing one more degree.

508

I don't need it.

509

I said, but you wanna know

what the amazing thing is is

510

that you have the information.

511

Mm-hmm.

512

I don't have to have it too, because

all I need to have is a relationship

513

with the one who has it and they

have to be willing to share it.

514

Absolutely.

515

And so it is clear.

516

That you are willing to share your

information, and so we're fine.

517

We're good.

518

So anytime we're at the table and we

need to have this conversation, we

519

know who needs to be at the table.

520

And that goes back to what you

were talking about, like the

521

SWOT analysis and things like

that, and evaluating your team.

522

Yes.

523

Because your team is, they're,

they're getting degrees and they're

524

learning new skills in there.

525

When's the last time you found out

what the extracurricular activity aids

526

are that your team is doing that could

potentially support your organization?

527

Wendy Kidd: Yeah, I, I, I'm planning

on doing an entire series on

528

working and developing your team

as a nonprofit, because I feel like

529

nonprofits come at this so backwards

sometimes they think about what they

530

can afford versus what they need.

531

Yeah.

532

And it really should be

the other way around.

533

Figure out what you need,

figure out who you need, and

534

then find the money for that.

535

Absolutely.

536

Because that's what's more important

for you to be able to serve people

537

the way you want to serve them.

538

You know, pulling from the bottom of

the barrel talent wise just means that

539

your services are bottom of the barrel.

540

Absolutely.

541

Talent wise.

542

Absolutely.

543

Dr. Collette Portis:

544

And pulling from the bottom of the

barrel is not necessarily a bad thing.

545

That means you're bringing now.

546

But you also have to realize anytime you

bring someone into your organization,

547

you are bringing them with both their

good habits and their bad habits.

548

Yes.

549

Your job is to help increase

the number of good habits Yes.

550

That they have.

551

So if your organization has nothing

in a bucket to develop your people.

552

You are setting yourself up for failure.

553

Yes, AI is a perfect example of that.

554

If you are not willing to develop

your people, you will be left behind.

555

Um, I, I own a design firm and one of

the things that we do is we design, um,

556

obituaries for, you know, the deceased.

557

And we do a digital one, and then

there's also one that they can print.

558

And then we also do this thing where

they can scan a QR code so that the

559

people can access the digital one.

560

Well, we had to do one, um, a couple of

weeks ago, and this family was completely

561

adamant about printed obituaries.

562

So we told, said, okay,

here's the cost to our vendor.

563

Mm-hmm.

564

We get a corporate discount, wed.

565

It's gonna cost you like $500.

566

Mm-hmm.

567

To get you a, and they were like, what?

568

500?

569

I'm like, yes.

570

And finally they got to a place

where they were decided we're

571

not even gonna print them.

572

And it went over so well that they were

like, we're never gonna print them.

573

Like, why would we ever do that?

574

And then you've got this

thing that lasts forever.

575

Absolutely that you don't, you know?

576

Mm-hmm.

577

A piece of paper you might look,

but just simple things like that.

578

Simple changes like that.

579

But if you aren't training your team, if

you don't have a pot of money somewhere

580

that you could tap into 250, $300 to

send a team member to go learn about ai.

581

And AI technology, yes, you're gonna

be, yes, you're gonna be scraping,

582

and yes, your neighbor is going to

be working faster and more efficient

583

than you are because they found a way.

584

Now, here's the other piece.

585

I know that these are nonprofits and

I know every single dollar counts.

586

There are so many resources.

587

If you, 'cause I'm a believer in intent.

588

Mm-hmm.

589

What you intend in your heart is

typically what's going to happen.

590

So when you put your, your strategic plan

together and then you put your budget

591

together, intend on what you want to do.

592

Sure.

593

And then you'll start to find that, oh,

we didn't have to pay for that AI course.

594

There's a free one that they could.

595

They could take or they could

go to or Absolutely right.

596

Our resources are providing

these different things.

597

'cause now we intend on doing it.

598

Mm-hmm.

599

So now we can, we can see what

resources are available to 'em.

600

Wendy Kidd: So your resources

are not just your team?

601

No.

602

They are also the people in the community

that you have relationships with.

603

They are also the donors that you

have, the volunteers that you have.

604

There are so many resources providing

free education, free software, discounted

605

software, discounted education.

606

For nonprofits.

607

Mm-hmm.

608

That should be part of your strategic

planning, is figuring out what those

609

resources are and once you've brainstormed

your ideas, you've figured out your goals.

610

Part of the strategic planning

is figuring out what resources

611

you need for those goals.

612

Dr. Collette Portis:

613

Absolutely.

614

When we plan, we have what's

called a community plan.

615

So remember I said we have 15

plans that compile one that.

616

Make up one plan.

617

So walk us through what

all the 15 are real quick.

618

So the first plan is growth, looking at

what does business growth look like here?

619

Mm-hmm.

620

The second plan is work.

621

What kind of work is it gonna

take for us to get there?

622

The third plan is, what

do I need to do mentally?

623

What does my team, where does

my team's mindset need to be?

624

I love that because that

is the major barrier.

625

Wendy Kidd: Mm.

626

Mm-hmm.

627

Dr. Collette Portis:

628

If you see someone struggling with

something, nine times out of 10,

629

it's a mindset issue as opposed to

a resource issue, a people issue.

630

Mm-hmm.

631

Right?

632

So first off, are we mentally prepared and

ready to do what we say we're going to do?

633

And if the answer is no, then let's

plan around it so that we can be right.

634

Okay.

635

Then the next thing is what?

636

What does my family structure look like?

637

Because here's the thing for

I, I say this all the time.

638

For nonprofits, they do a great job

of taking care of the community,

639

but taking care of their people.

640

They are not doing your, they don't

provide the same when it comes

641

to the people who work for them.

642

Wendy Kidd: I guarantee you

the listeners are going, yes.

643

Mm-hmm.

644

Like yes, right now.

645

Everybody nodding your head.

646

Dr. Collette Portis:

647

Yeah.

648

Yeah.

649

And so if you're an executive

director of a smaller nonprofit, it's

650

going to take a lot of your time.

651

Yes.

652

So how about planning for when I'm

gonna be connected to my family?

653

What does that look like?

654

And then having a conversation with your

family to say, this year we're gonna be

655

doing some amazing things at work, and

it's gonna take this much time for me,

656

but what I promise is to send a text

message every day that says, I love you.

657

Right.

658

Right.

659

Or just the little things.

660

The little things.

661

Every night at dinner, I, I'm going

to ask you, what was your pile,

662

what was your wow and what was your

amazing thing that happened today?

663

What are you grateful for?

664

Mm-hmm.

665

Every day.

666

Like, it doesn't have to be big.

667

It doesn't have to be huge.

668

Wendy Kidd: Just say, just

something to show that you're

669

invested in that relationship too.

670

Yeah.

671

Not just work.

672

Dr. Collette Portis:

673

Be intentional about it.

674

Mm-hmm.

675

The

676

plan after that is then, now how

am I developing me personally?

677

What am I going to feed myself?

678

What podcasts, what books, what courses,

what am I going to do to make sure that

679

I, this person and my, the members of my

team 'cause that personal, each member

680

of your leadership team, at minimum,

should have their own personal plan.

681

Wendy Kidd: Mm-hmm.

682

Dr. Collette Portis:

683

Their own family plan.

684

What am I going to do in these

areas as it pertains to my person

685

and as it pertains to my family?

686

What am I going to do?

687

And then there's a self-care plan.

688

Because we do not work with companies

who don't practice self-care

689

because we're working with C-Suite.

690

Wendy Kidd: Mm-hmm.

691

Dr. Collette Portis:

692

And so if you ha aren't practicing good

self-care, whatever you bring with you

693

is what you will pour into your people.

694

Sure.

695

And a lot of times the number one

thing that breaks an organization

696

or a company is it's leader.

697

Wendy Kidd: Absolutely, absolutely.

698

It's not the people hundred percent

699

Dr. Collette Portis:

700

front facing.

701

It's the leader and it bleeds

down into the organization and it

702

is steep and it is deep, and it

takes a long time to overcome it.

703

So we need to care for ourselves.

704

So does that mean you're just gonna take

a bath every Sunday night and read a book?

705

Is that, is that what that mean?

706

What is that?

707

Does that mean, does that mean

like, what does that mean?

708

Does that mean you're

gonna go on vacation?

709

Once a quarter,

710

Wendy Kidd: people please go on vacation.

711

Even if it's a

712

staycation.

713

Oh my God, I seriously take time off.

714

You will do so much better at work if

that's the only thing that convinces you.

715

You will do so much better at

work if you take a vacation

716

Dr. Collette Portis:

717

when we start to talk about

systems, remind me to talk

718

about my vacation process.

719

Oh, I can't wait.

720

Yes, I'm all about that.

721

Yes.

722

Uh, and I'll tell you what

the results have been as well.

723

Okay.

724

So.

725

The next is what, what, what am

I doing to care for in this body

726

that I have to carry every day?

727

Mm-hmm.

728

Because what people don't realize

is one of the greatest, the largest,

729

um, one of the, the areas that impact

revenue and uh, results is sick people.

730

Yes.

731

Mentally, spiritually, physically,

emotionally, sick people.

732

It is hurting your organization

and it comes down to real dollars.

733

Yeah.

734

And we oftentimes understand that.

735

So when we're building our

strategy, we need to know that

736

Wendy Kidd: yes,

737

Dr. Collette Portis:

738

we need to make sure, because

when I'm sitting across from you

739

and I'm doing your 90 day review,

guess what I'm asking you about?

740

What's your personal

development look like?

741

Have you been committed to your, um,

your personal, um, self-care plan?

742

What have you been doing with your

family and what's the results?

743

We have a client who in her

family plan, she, um, every month

744

committed to doing hosting family

dinners, and it has been amazing.

745

They love, they are like,

we are never gonna stop.

746

And her family looks different.

747

It's not just blood family, right?

748

Right.

749

She lives in a new town where she doesn't

have a lot of her blood family, but she's

750

got friends that have become family and

it's this amazing opportunity for them

751

to sit around and learn about what she's

doing and they ask questions and all

752

because they see she's doing this now,

which has led it to her other friends

753

hosting family dinners for her family.

754

Wendy Kidd: That's amazing.

755

And I'm sure that that energy

pours right back into her team.

756

I've always called, called

my team, my chosen family.

757

Mm-hmm.

758

So her chosen family mm-hmm.

759

Is now benefiting from her

being this much more high energy

760

being and happy and positive.

761

And now she can do that with work too.

762

Absolutely.

763

And that just makes everybody at the, at

the place, at the nonprofit feel better.

764

Clients.

765

Clients.

766

It just makes it so much easier.

767

Dr. Collette Portis:

768

Her clients feel it.

769

Mm-hmm.

770

Her donors feel it.

771

And this is a nonprofit.

772

So her don't 'cause, because a

lot of times we can go, when do

773

you find the time to do that?

774

No, you don't find it.

775

You make it.

776

Wendy Kidd: You make it.

777

Yes ma'am.

778

You have to make the time.

779

People ask me all the time,

I'm a time management nut.

780

Mm-hmm.

781

And they ask me all the time,

how do you stay so organized?

782

Because I plan according

to my priorities in life.

783

Yes.

784

If this is not important to me, it's

not getting time on my calendar.

785

Absolutely.

786

And everyone.

787

Needs to, to look at that.

788

If they've never looked at

that in their life before.

789

I implore you and give me a call.

790

Send me a message.

791

I will talk about this time all day long.

792

I probably will do a podcast where

I just talk about this, but please,

793

please, please look at your own values.

794

Yes.

795

And then look at your own calendar.

796

Yes, and those don't mesh up.

797

You're doing it wrong.

798

Yeah.

799

And I am happy to walk you through

800

Dr. Collette Portis:

801

and in your, in your life.

802

Yes.

803

It's the same, like I'm talking strategy

for a nonprofit, for a business, for an

804

organization, but it's the same in life.

805

Mm-hmm.

806

What are my anchors?

807

Yes.

808

What do I care about?

809

Yes.

810

What do I want?

811

Which is why we start with family.

812

Yes.

813

And personal.

814

What do I want for the thing that is most

connected to me, that is going to impact

815

me more than anything else on this planet?

816

Yes.

817

I have to start there.

818

Mm-hmm.

819

And then if we can figure that

out, then we can prioritize time

820

based on what's getting us closer

821

Wendy Kidd: Absolutely.

822

To that.

823

Absolutely.

824

Okay.

825

Sorry.

826

Yes, we can do it.

827

Dr. Collette Portis:

828

We've got, uh, we've got growth, we've

got work, we've got um, um, mindset,

829

we've got personal development, we've

got family, we've got, uh, self care.

830

And now you notice all

this work is on you, right?

831

This is right.

832

We haven't talked about other people yet.

833

Right.

834

Finally, we get the other people.

835

Mm-hmm.

836

Community.

837

What am I doing for my community?

838

What do I want to be

doing for my community?

839

Mm-hmm.

840

And what I find is the issue is not

doing something for your community.

841

The issue is giving it all away to your

community so you don't have enough seed to

842

sow in order to create and harvest so you

can keep doing things for your community.

843

Right.

844

So you're giving it all away.

845

Giving it all away.

846

Well, when you develop that

strategy around how I'm

847

going to impact my community.

848

Connected to my anchors.

849

Now my relationships look different.

850

Right now, we don't have relationships

with or other organization or

851

other people that's draining us.

852

We've got a two-way relationship

where you are getting something

853

and we're getting something, and

we are supporting one another and

854

what we do as opposed to helping.

855

Right?

856

Right.

857

Absolutely.

858

You, you didn't, you couldn't get it done

yourself, so I'm gonna help you do it.

859

Right.

860

Supporting means you are doing it.

861

You just need somebody to hold your

arms or you know, you need somebody

862

to help you take the next step.

863

Right?

864

Right.

865

So community, how are we planning?

866

How much are we giving?

867

Are we a nonprofit that

supports other nonprofits?

868

Wendy Kidd: Mm-hmm.

869

Dr. Collette Portis:

870

From other organizations?

871

Yes.

872

Right.

873

What is it that we want

from our community?

874

How are we showing up in our community?

875

What percentage of our

community do we wanna impact?

876

Yes.

877

Right?

878

If we're working to solve the problem

of homelessness, then what is the

879

percentage of homelessness in your city?

880

And then what percentage of

that do you wanna impact?

881

Because it can't be a

hundred, I mean, could,

882

Wendy Kidd: it's called

called a smart goal people.

883

It's called a smart goal.

884

A smart goal.

885

Mm-hmm.

886

Dr. Collette Portis:

887

Yeah.

888

I love those things.

889

Yes.

890

Yes.

891

So community is next.

892

Once we were at community, then

the next thing is, let's think

893

about events by themselves.

894

Why would you pull events

out out of all things?

895

Because those are massive undertakings.

896

Yes ma'am.

897

Everything else is just

kind of day to day.

898

Mm-hmm.

899

You get to an event, it is a massive

undertaking and it takes weeks and

900

months and so much of your resources

that you have to be intentional about it.

901

Yes.

902

Because that thing could break you.

903

How many nonprofits have planned

fundraisers only to make $6?

904

Wendy Kidd: Or nothing.

905

Or went in the hole.

906

Dr. Collette Portis:

907

Or went in the hole..

908

Yes.

909

You had a good time though.

910

Wendy Kidd: Yeah.

911

I guess.

912

Threw a heck of a party.

913

Dr. Collette Portis:

914

Threw a heck of a party,

but you got $6, you know?

915

Exactly.

916

So being intentional about that,

what do we want from this thing?

917

Yes.

918

And not just looking at what kind

of events do we want to host, but

919

what kind of events do we need

to be at and what have you done

920

in the past that didn't work?

921

Yes.

922

Yes.

923

Again, it's that data.

924

Absolutely.

925

It's that data.

926

It's all data driven.

927

What annual conferences

do we need to be at?

928

Yes.

929

What are required, um, events

or conferences or learning

930

opportunities that we have to be at?

931

What would we like to be at?

932

If we're looking at our blind

spots, what can we connect to?

933

That's going to support

us with our blind spots.

934

So it's no longer a blind spot

being intentional about how

935

you are connecting networking.

936

Oh my God.

937

Oh yes.

938

Yeah.

939

Wendy Kidd: I, you know, I, I need to

do a whole, I'm gonna do a full podcast.

940

I'm marketing too, because people don't

realize what rooms they need to be in.

941

Exactly.

942

And they end up, number one,

they end up in the wrong room.

943

Mm-hmm.

944

They're spending time on

something that doesn't matter.

945

Mm-hmm.

946

Or.

947

They're going into that

room completely unprepared.

948

Absolutely.

949

There's no plan involved

with going to that room.

950

Mm-hmm.

951

And it certainly isn't tied to any

particular marketing strategy, which as a

952

nonprofit, you need a marketing strategy.

953

I'm just gonna say it right now,

because most of them don't have one.

954

Dr. Collette Portis:

955

Absolutely,

956

absolutely.

957

Yes.

958

You're a hundred percent correct, so Yes.

959

You know what?

960

Why am I here?

961

Right.

962

Should be the question that, that you're

asking and what do I intend to do mm-hmm.

963

While I'm here and what do I

intend to get out of this room?

964

Yes.

965

Right.

966

Everything I, I, if you don't, if you

all don't remember anything else that

967

I say, I want you to remember that

every talent you have, every hour or

968

minute of time that you have is a seed.

969

What are you doing with it?

970

Are you just giving them away?

971

Or are you actually planting them in

a place that's going to reap a harvest

972

for you so that you can continue

to feed other people and yourself?

973

Yes.

974

Because it's not okay just

to con to feed other people.

975

'cause eventually you'll starve and

then there's nobody to feed the people.

976

Wendy Kidd: Well, and I'm gonna

go back to the old metaphor

977

analogy that we all rely on.

978

The airplane pilot always tells

you to put your own mask on first.

979

Absolutely.

980

And then help the person next to you.

981

Yeah.

982

Dr. Collette Portis:

983

Because if you pass out while trying

to help them put their mask on,

984

then we're not gonna get anywhere.

985

Or we're, we're done.

986

Doesn't, doesn't make, yeah.

987

So come on.

988

So we're gonna look at

events and things like that.

989

Mm-hmm.

990

And then the next three things we're

going to look at is a plan specifically

991

around social media, I guess.

992

Here's one.

993

Wendy Kidd: The bane of

everyone's existence.

994

Yes.

995

Dr. Collette Portis:

996

No.

997

There's two things I say all the

time that people use every day and

998

they really don't know how to use it.

999

Is money and social media.

00:37:22,035 --> 00:37:23,055

Oh, that is a good one.

00:37:23,055 --> 00:37:23,325

Yes.

00:37:23,355 --> 00:37:23,655

Right?

00:37:23,895 --> 00:37:24,075

Mm-hmm.

00:37:24,315 --> 00:37:25,185

Everybody does it.

00:37:25,215 --> 00:37:26,055

I would agree with that.

00:37:26,055 --> 00:37:27,585

Nobody really does it.

00:37:27,645 --> 00:37:28,005

Right.

00:37:28,665 --> 00:37:30,225

So what is your strategy?

00:37:30,375 --> 00:37:30,795

Yes.

00:37:30,855 --> 00:37:34,875

What do you want people to know You're

an expert in, what do you do here?

00:37:35,385 --> 00:37:35,775

Right.

00:37:36,225 --> 00:37:39,435

We o oftentimes people go,

we're about to have an event.

00:37:39,780 --> 00:37:42,600

We're gonna do some social media

and people are gonna show up.

00:37:43,500 --> 00:37:49,530

Well, that's not really a sales

tool, but we think it, and then our

00:37:49,530 --> 00:37:54,450

hearts are broken when 20 people

show up to this 250 people event.

00:37:54,480 --> 00:37:57,660

Wendy Kidd: And by the way, nonprofits

sales is not a four letter word.

00:37:57,810 --> 00:37:58,515

It is not.

00:37:59,025 --> 00:37:59,235

It's

00:37:59,235 --> 00:38:00,885

not, it's actually a good word.

00:38:00,975 --> 00:38:01,785

It's a good word.

00:38:01,785 --> 00:38:02,595

It's a good word.

00:38:02,715 --> 00:38:03,375

It's a good word.

00:38:03,435 --> 00:38:03,525

Mm-hmm.

00:38:03,915 --> 00:38:03,916

Dr. Collette Portis:

00:38:03,916 --> 00:38:07,455

So social media, the

next thing is branding.

00:38:07,725 --> 00:38:07,815

Mm-hmm.

00:38:08,325 --> 00:38:08,745

Why?

00:38:08,985 --> 00:38:10,515

Why would social media come after brandy?

00:38:10,875 --> 00:38:14,565

Because are you, do you look

like who you say you are?

00:38:17,715 --> 00:38:18,165

Yes.

00:38:18,170 --> 00:38:18,320

Right?

00:38:18,675 --> 00:38:20,655

Do you, I mean, are you really?

00:38:20,660 --> 00:38:21,000

Mm-hmm.

00:38:21,180 --> 00:38:21,680

Do you really.

00:38:22,425 --> 00:38:25,935

You know, you need to look

like who you say you are.

00:38:26,055 --> 00:38:29,505

And there's so many ways, and I know,

uh, a lot of times nonprofits don't have

00:38:29,505 --> 00:38:32,985

budgets to be able to do that, but there

are colleges and universities, there are

00:38:32,985 --> 00:38:38,235

students who, our marketing person is a

college student who came to us and said, I

00:38:38,235 --> 00:38:39,975

need to get some experience and marketing.

00:38:39,975 --> 00:38:40,695

I said, great.

00:38:41,265 --> 00:38:41,925

Take it over.

00:38:42,135 --> 00:38:43,755

Wendy Kidd: There are some amazing.

00:38:45,090 --> 00:38:48,360

Amazing marketing people

who are happy to help you.

00:38:48,390 --> 00:38:49,830

Barter is a real thing.

00:38:49,980 --> 00:38:50,160

Yes.

00:38:50,160 --> 00:38:51,870

By the way, barter is a real thing.

00:38:52,230 --> 00:38:56,130

But also look for people who

can be on your board or your

00:38:56,130 --> 00:38:57,900

volunteers who have these skills.

00:38:57,930 --> 00:38:58,050

Yes.

00:38:58,710 --> 00:38:58,830

Going

00:38:58,830 --> 00:39:00,150

back to that, people's assessment.

00:39:00,210 --> 00:39:00,211

Dr. Collette Portis:

00:39:00,211 --> 00:39:02,130

Yes, absolutely.

00:39:02,130 --> 00:39:03,390

We'll talk about board development.

00:39:03,540 --> 00:39:04,440

Mm-hmm.

00:39:05,160 --> 00:39:07,170

So now you've got your branding plan.

00:39:07,170 --> 00:39:08,055

You know what messaging.

00:39:09,120 --> 00:39:11,820

You wanna push out, you wanna,

you know who you're talking to.

00:39:11,820 --> 00:39:13,290

'cause remember we did that a while ago?

00:39:13,350 --> 00:39:13,650

Yep.

00:39:13,710 --> 00:39:15,600

So now you know who you're

talking to and you know what

00:39:15,600 --> 00:39:17,040

message you wanna relay to them.

00:39:18,150 --> 00:39:18,870

Now that's done.

00:39:19,230 --> 00:39:21,660

Now let's talk marketing,

because people think branding

00:39:21,660 --> 00:39:22,830

and marketing are the same thing.

00:39:22,830 --> 00:39:23,250

They are not.

00:39:23,250 --> 00:39:25,410

No, they are not the same thing.

00:39:25,440 --> 00:39:25,680

No.

00:39:25,770 --> 00:39:29,160

Branding is what you push out because

you want people to know this about you.

00:39:29,190 --> 00:39:32,490

Marketing is what you give so that

you can get people to come in.

00:39:32,940 --> 00:39:33,300

Yes.

00:39:33,360 --> 00:39:34,140

They're two different things.

00:39:34,440 --> 00:39:35,880

What's my marketing strategy?

00:39:36,300 --> 00:39:37,680

It can't be social media.

00:39:37,740 --> 00:39:38,910

You see, I took a plan out.

00:39:38,915 --> 00:39:39,065

Thank you.

00:39:39,085 --> 00:39:39,945

So that can't be it.

00:39:40,035 --> 00:39:40,465

Thank you.

00:39:40,555 --> 00:39:40,905

Right?

00:39:41,045 --> 00:39:41,465

Mm-hmm.

00:39:41,645 --> 00:39:43,710

It can be part of it, but

it can't be the whole of it.

00:39:43,800 --> 00:39:44,220

Yes.

00:39:44,250 --> 00:39:44,550

Right.

00:39:44,790 --> 00:39:46,440

So what is my marketing strategy?

00:39:46,740 --> 00:39:48,420

What am I planning to do?

00:39:48,420 --> 00:39:52,440

Do you know that they, there are

community calendars on almost every

00:39:52,440 --> 00:39:58,230

news station that allows nonprofits

to put, to add their events to these

00:39:58,230 --> 00:40:00,360

community calendars that get announced.

00:40:01,140 --> 00:40:01,350

Yep.

00:40:01,410 --> 00:40:02,310

On the news.

00:40:02,400 --> 00:40:02,700

Yep.

00:40:03,330 --> 00:40:04,470

Across the country.

00:40:05,265 --> 00:40:06,615

Are we using these things?

00:40:06,765 --> 00:40:07,935

How many newsletters?

00:40:07,965 --> 00:40:09,405

Who are my partners?

00:40:09,585 --> 00:40:12,435

Is American Airlines or somebody,

your partner, would they be

00:40:12,435 --> 00:40:16,245

willing to add to their newsletter,

something that you're pushing out?

00:40:16,245 --> 00:40:17,265

Are they willing to do that?

00:40:17,265 --> 00:40:18,045

Did you ask them?

00:40:18,135 --> 00:40:19,875

Wendy Kidd: And I'm gonna say

this 'cause I can hear the

00:40:19,875 --> 00:40:22,215

groan already from listeners.

00:40:22,935 --> 00:40:24,165

Yes, it takes time.

00:40:24,165 --> 00:40:24,465

Yeah.

00:40:24,495 --> 00:40:26,475

But if you put it into your plan.

00:40:27,270 --> 00:40:30,690

It only takes the time that you have

decided already to dedicate to this.

00:40:30,840 --> 00:40:31,230

Absolutely.

00:40:31,290 --> 00:40:34,410

If you're not thinking of this

during your strategic plan, of

00:40:34,410 --> 00:40:35,370

course it's never gonna get done.

00:40:35,430 --> 00:40:35,431

Dr. Collette Portis:

00:40:35,431 --> 00:40:35,940

Absolutely.

00:40:35,970 --> 00:40:38,970

Now, when we plan with a,

with an organization mm-hmm.

00:40:39,390 --> 00:40:43,530

At the end of every single plan

is an accountability report.

00:40:43,980 --> 00:40:44,620

Wendy Kidd: Oh, I love this.

00:40:44,640 --> 00:40:44,641

Dr. Collette Portis:

00:40:44,641 --> 00:40:47,100

They first have to determine,

we've written this plan.

00:40:47,190 --> 00:40:47,280

Mm-hmm.

00:40:47,700 --> 00:40:51,715

So we've written this family

plan, who in the family is res?

00:40:51,930 --> 00:40:53,040

Who is responsible?

00:40:53,040 --> 00:40:55,530

Who is the person that everybody

knows to come to when they

00:40:55,530 --> 00:40:56,760

need to find out information?

00:40:57,615 --> 00:40:57,825

Love this.

00:40:57,825 --> 00:40:58,905

Who is this person?

00:40:58,905 --> 00:41:02,445

Because guess what, Wendy, when I

do your 90 day review and I ask you

00:41:02,445 --> 00:41:05,415

about your family plan, I've already

called your husband because he's

00:41:05,895 --> 00:41:07,125

the one responsible for the plan.

00:41:07,125 --> 00:41:08,415

Wendy Kidd: He would

absolutely talk to you,

00:41:08,505 --> 00:41:08,506

Dr. Collette Portis:

00:41:08,506 --> 00:41:10,975

and he would absolutely

tell me all of the tea.

00:41:11,055 --> 00:41:14,205

So when I'm asking you a question, it's

not because I don't have information.

00:41:14,205 --> 00:41:16,665

I just wanna know if yours

is gonna line up with mine.

00:41:16,725 --> 00:41:16,905

Yep.

00:41:16,905 --> 00:41:18,315

Wendy Kidd: If you are self-aware.

00:41:18,735 --> 00:41:19,155

Absolutely.

00:41:19,515 --> 00:41:19,575

Yeah.

00:41:19,695 --> 00:41:21,195

Uhhuh, right?

00:41:21,255 --> 00:41:21,525

Yep.

00:41:21,735 --> 00:41:21,736

Dr. Collette Portis:

00:41:21,736 --> 00:41:24,165

Every single one of those

plans, your community plans.

00:41:24,165 --> 00:41:25,575

Somebody has to be responsible.

00:41:25,575 --> 00:41:28,425

Somebody has to be the

gatekeeper, the holder of the

00:41:28,425 --> 00:41:30,165

keys for this particular thing.

00:41:30,285 --> 00:41:30,465

Yes.

00:41:30,465 --> 00:41:31,830

And guess what happens

in your team meetings?

00:41:32,535 --> 00:41:36,045

They're reporting on the plans

that they're responsible for.

00:41:36,135 --> 00:41:36,585

Yes.

00:41:36,645 --> 00:41:38,355

So now you don't have humdrum meetings.

00:41:38,355 --> 00:41:39,885

They're excited about what's going on.

00:41:39,885 --> 00:41:42,825

Somebody's excited about events,

somebody's excited about social.

00:41:43,125 --> 00:41:43,815

But guess what?

00:41:43,845 --> 00:41:48,465

Whoever is responsible for the social

plan now know who's responsible for the

00:41:48,465 --> 00:41:52,335

community plan and the event plan, and

the branding plan, and the marketing

00:41:52,335 --> 00:41:54,735

plan, and they're talking to those people.

00:41:55,005 --> 00:41:57,825

So you've now got interdepartmental

communication happening.

00:41:57,915 --> 00:41:58,365

Wendy Kidd: Love it.

00:41:58,365 --> 00:41:59,775

And all things are working together.

00:42:00,150 --> 00:42:01,260

That is fantastic.

00:42:01,260 --> 00:42:01,620

Isn't amazing.

00:42:02,040 --> 00:42:02,970

Let me ask you a question.

00:42:03,090 --> 00:42:04,440

Wait, did we get through all the plans?

00:42:04,440 --> 00:42:04,920

We're not.

00:42:05,010 --> 00:42:06,420

Okay, let's finish getting

through the plans then.

00:42:06,420 --> 00:42:06,960

I have another question.

00:42:06,960 --> 00:42:06,961

Dr. Collette Portis:

00:42:06,961 --> 00:42:07,260

Alright,

00:42:07,800 --> 00:42:09,870

so we we're at marketing.

00:42:09,870 --> 00:42:10,290

That's done.

00:42:10,290 --> 00:42:10,620

Yes.

00:42:10,770 --> 00:42:12,150

The next thing is sales.

00:42:12,390 --> 00:42:12,510

Mm-hmm.

00:42:12,960 --> 00:42:16,020

Because our marketing plan

oftentimes is gonna be ambitious.

00:42:16,380 --> 00:42:16,590

Of course.

00:42:16,620 --> 00:42:18,780

Well, what do we need to do?

00:42:18,930 --> 00:42:21,120

What are the boots on the

ground activities that need to

00:42:21,120 --> 00:42:22,650

happen in order to get us there?

00:42:22,980 --> 00:42:24,780

How much do we need to fundraise?

00:42:24,900 --> 00:42:26,430

What does that look like every day?

00:42:26,700 --> 00:42:28,860

How much do we need coming

in a day, every day?

00:42:28,860 --> 00:42:30,420

How much needs to come in every week?

00:42:30,720 --> 00:42:34,200

Who are the resources that we

can tap into to get whatever?

00:42:34,200 --> 00:42:41,460

Do we want to plan for having a, um,

endowment where who's responsible

00:42:41,730 --> 00:42:46,530

for building that relationship and

potentially having it happen for us?

00:42:46,650 --> 00:42:46,980

Right.

00:42:47,040 --> 00:42:47,340

Right.

00:42:47,400 --> 00:42:51,240

That also influence the financial plan,

which is the last one that we do, but.

00:42:51,555 --> 00:42:54,315

That sales plan is how do

we go out and do the work?

00:42:54,375 --> 00:42:56,415

Sales is a four letter

word to most people.

00:42:56,505 --> 00:42:58,515

Yes, because they haven't

strategized around it.

00:42:58,515 --> 00:42:59,755

They don't know how to do it.

00:43:00,450 --> 00:43:02,940

And they haven't really thought

about it, and so they just kind of

00:43:02,940 --> 00:43:06,030

wing it and then you get those looks

like that person that's bothering

00:43:06,030 --> 00:43:08,430

you in the store and you want them

to just leave you alone so you can

00:43:08,700 --> 00:43:09,030

Right.

00:43:09,060 --> 00:43:09,510

Look around.

00:43:09,690 --> 00:43:13,980

Wendy Kidd: Well, and that's the, I think

the thing is, is nonprofits don't equate

00:43:14,070 --> 00:43:17,670

sales to themselves because they don't

feel like I have a service or a product.

00:43:17,670 --> 00:43:18,600

I'm actually selling.

00:43:18,960 --> 00:43:23,340

And it's different because instead of

selling directly to the consumer, you

00:43:23,340 --> 00:43:24,900

are actually selling to your donors.

00:43:24,930 --> 00:43:25,020

Yes.

00:43:25,710 --> 00:43:28,020

What you are providing to the consumers.

00:43:28,080 --> 00:43:28,440

Absolutely.

00:43:28,440 --> 00:43:29,940

So it is a different process.

00:43:29,940 --> 00:43:30,030

Mm-hmm.

00:43:30,030 --> 00:43:31,650

But it is still sales.

00:43:31,680 --> 00:43:31,770

Yes.

00:43:31,980 --> 00:43:31,981

Dr. Collette Portis:

00:43:31,981 --> 00:43:33,330

It's a two-sided process.

00:43:33,360 --> 00:43:33,960

Exactly.

00:43:33,960 --> 00:43:36,210

Because on you, yes,

you're absolutely right.

00:43:36,210 --> 00:43:38,940

You are selling to your donors and

your supporters and your volunteers

00:43:38,940 --> 00:43:41,730

and all of that, but you're also

selling to the people you serve

00:43:41,760 --> 00:43:42,780

'cause they may not trust you.

00:43:43,140 --> 00:43:43,680

Wendy Kidd: That's true.

00:43:43,860 --> 00:43:44,250

That's true.

00:43:44,250 --> 00:43:46,020

You gotta get your buy-in on

the product of the service,

00:43:46,365 --> 00:43:46,366

Dr. Collette Portis:

00:43:46,366 --> 00:43:48,030

the the payment.

00:43:48,720 --> 00:43:52,320

That you are intending to receive

might look different over here.

00:43:52,320 --> 00:43:52,920

It's trust.

00:43:52,920 --> 00:43:54,540

Over here is actual dollars.

00:43:54,570 --> 00:43:55,205

Yes, yes.

00:43:56,055 --> 00:44:00,975

So we've got, um, our sales

plan uhhuh, and then we've got

00:44:01,275 --> 00:44:03,975

our mar uh, technology plan.

00:44:03,980 --> 00:44:04,170

Mm-hmm.