This is a republication of Chapter 1 of Why Organizations Thrive.
Organizations that thrive relentlessly focus on relationships. This must begin with the Executive Director and the Executive Director’s relationships.
What do I mean by that?
I mean that successful organizations are constantly expanding their pool of relationships and strengthening existing relationships. Then they consciously activate those relationships.
To understand why, it’s helpful to take a giant step back and talk about network theory and social change. A wide variety of books have come out in the last decade detailing the various ways in which social change happens via networks of people connected by relationships. The Tipping Point, by Malcolm Gladwell, is a good example from this genre.
While people receive information outside of relationships, relationships have a powerful role in how people react to information.
People listen more to people with whom they have a relationship.
People are more likely to be persuaded by people with whom they have a relationship.
People take action more when requested from people with whom they have a relationship.
Of course, the quality of the relationship matters too. The deeper the relationship, the greater the odds that we will listen to someone, be persuaded by them, or take action at their request.
As a practical matter, the power of relationships can impact organizations in many ways. One example related to Executive Directors: An Executive Director may give a pitch-perfect donation request to John Doe. A board member may give a mediocre donation request to the same John Doe. If the board member and John Doe are friends, the mediocre board request is more likely to succeed.
Yet, it would be a mistake to think of relationships as just about fundraising. Relationships impact an organization’s interaction with volunteers, media, allied organizations, elected officials, and people the organizations are working to serve. Any time you’re trying to shape behavior, relationships matter.
So how should an organization systematically expand the number of relationships its Executive Director and other key leaders have with those that matter?
Here are a few examples of ways I expanded my pool of relationships as an Executive Director.
- I attended fundraisers for peer-organizations, if possible sitting at the table of people I didn’t already know well.
- I instigated lunch or coffee with the leaders of current and potentially allied organizations, particularly those I didn’t already know well.
- I asked board members to invite me to any non-fundraising parties they were throwing so I could meet more of their friends.
- I asked elected officials for advice, as a way to get to know them.
- I attended conferences more with an aim towards meeting new people during breaks and social times than out of a desire to tackle the subject matter of the conference work sessions.
None of this would have worked if I hadn’t been genuinely interested in getting to know these people. You can’t fake authenticity in building relationships.
Of course, relationship building isn’t just about the Executive Director’s relationships.
In planning programs and fundraising, relationships by everyone on the staff and board should be front and center. Some Oregon LCV activities, for example, never made sense as stand-alone activities.
Examples:
- Hosting brown bag lunches to compare notes with allies;
- Volunteer appreciation parties;
- Trainings for members of the community;
- Hosting happy hours.
While they had some value, their primary value was to build relationships that our staff could subsequently tap into in other ways.
If you’re using this approach, staff should know their role at events like these is to get to know new people rather than hanging out with existing friends.
There are three other practical implications that follow from relentlessly focusing on relationships.
First, you need to be systematic in planning for relationship-building and tracking relationships. As an Executive Director, that means setting specific goals (e.g. 5 per month) for how many new relationships you want to develop in the most important categories (e.g. peer Executive Directors, elected officials, potential major donors). And it means actually using a “database” – whether your donor database or otherwise – to track relationships.
Second, you need to recognize that not everyone is equal when it comes to relationships. In The Tipping Point, Malcolm Gladwell writes about three types of people who play a particular role in social change:
Connectors have an unusually large number of relationships.
Mavens have a strong need and ability to help solve other people’s problems.
Persuaders are particularly likeable and charismatic.
In hiring, in recruiting board members, and in recruiting volunteers, Executive Directors should keep an eye out for people who fit these descriptions and put an extra emphasis into developing relationships with them.
Lastly, the organization should think hard about how to maximize the value of relationships once they are generated.
In my experience, the key step in maximizing the value of relationships isn’t the initial “ask” you might make of someone (e.g. donate, volunteer, etc.), it’s in having your relationships tap into their own relationships on your behalf.
As I write this, I have 581 people in my Linked In network. Those 581 people have 127,965 direct LinkedIn connections. Of course, LinkedIn is just being used as an illustration of a point: the people with whom any individual has relationships open them up to a vastly larger network of relationships than they can ever tap directly.
Organizations that thrive don’t just systematically build and activate first-order relationships – they get first-order relationships to tap into a further network. As a practical matter, thriving organizations tend to turn donors into fundraisers and volunteers into volunteer recruiters.
How do you make that happen? In the online world it’s seemingly easy – Facebook, LinkedIn, Twitter, and dozens of other sites are specifically geared to allow people to spread information and “asks” throughout their social network. But while easy to spread information and asks, online response rates are abysmal.
The real payoff comes when people spread information or make requests where two-way communication is happening in real-time – which usually means on the telephone or face-to-face.
How do you get your first-order relationships to turn around and ask their friends for donations, to volunteer, to attend an event, to write their Congressman, or just to talk up your organization when at a cocktail party?
At the simplest level it’s by having a compelling message that motivates them. (More about this in Lesson 13, Know and Tell Your Stories).
But beyond message, you need to structure their involvement in ways that motivate. At Oregon LCV, we did this first and foremost by organizing teams of volunteers at the local level who took ownership of certain organizational decisions, thus motivating them to act. With their help, we grew from an organization with a few dozen volunteers in 1996 to more than 1000 by 2004.
Of course, you can have all the relationships in the world, and your organization won’t thrive without many other elements. But organizations that thrive almost universally place a very high value on building and strengthening personal relationships.
