What are the biggest mistakes nonprofits make when trying to tell their organizations’ stories?

1. They look at their organizations from their point of view rather than the view of the audience.
2. They don’t get their story straight.
3. They tell the wrong story to the wrong audience.
4. They don’t answer the question , “SO WHAT?”

Mistake #1: Nonprofits look at their organizations from their point of view rather than the view of the audience.
Nonprofit professionals tend look at their organizations from their point of view rather than the view of the audience(s) they are trying to connect with. (You do not want to just “reach” your audience – you want to connect with them.)

There are several ways this happens. How can this be avoided?

• Don’t talk about the organization, talk about the people.
• Think from the perspective of your audience. And remember, something “new” to you or the organization is not necessarily “news” to someone else.
• Don’t use jargon, institutional sounding language and try to avoid the use of acronyms (don’t fall into the “alphabet soup” mentality.
• Ask yourself the tough question… “How is what I am trying to communicate relevant to what is currently happening in the community, in the world?”
• Make it simple – the first step is to get their attention, especially with new audiences. Think of it like a first date. Would you tell your life story on a first date?
• SHIFT YOUR MESSAGING MINDSET. Are you guilty of “megaphone mission” marketing? Are you talking about how great you are rather than trying to empower your audience?

Mistake #2: Nonprofits don’t get their story straight.

If someone came to your organization and talked with 10 people separately (the executive director, staff, volunteers and board members) and asked the question “What does your organization do and why should I care?” – would all of the answers be the same? Or, at least be close to the same?

Forget the neat-looking brochure or a website that can do cool tricks. The most important (and FIRST) thing your nonprofit organization needs is a paragraph of strong, powerful (and empowering) language that everyone uses consistently. This is NOT your mission statement. Use this language/description across all mediums. Make sure it is readily available to staff and volunteers – and even “train” them (make it part of what is expected of them… just like any other rules or procedures at your organization).

Make messaging more important. A big part of the issue with not “getting your story straight” is not having messaging in place – it is the foundation that all communication is built from. Approach your messaging like you would a program or service that your nonprofit offers. Get the entire organization involved. You can start this messaging through simple exercises like creating a “word wall.” Separately, have people within your organization write down five words (individual words) that describe your organization. Then, build your language around these words. Use them consistently in your messaging. This can also help you create a tagline or creative campaign for your agency.

Find the right words. Line up what words were the most common among those who responded. Where are the matches? These are most likely the words you need to focus on. Or, sometimes this exercise can uncover where there are mistakes in thinking or how your own staff might be counter to what you are trying to communicate. A key part of messaging and storytelling is making sure that it is not just the marketing department (or person, of half-time person) who is invested in it.

Questions to ask when trying to develop messaging:

• When someone hears your organization’s name, what do you want them to assume about you?
• When someone hears your organization’s name, what do you NOT want them to assume?
• What is the biggest misunderstanding people have about your organization?
• What direction is your organization moving? Where will it be in 5 years, 10 years?

MISTAKE #3: Nonprofits tell the wrong story to the wrong audience.

Just like you have different programs and services, you have different audiences you are trying to reach. Communication is much more effective when you are speaking directly to a specific audience.

Find your audiences… break down who you are trying to connect with. Each of them will connect with your organization in a different way. But, keep it consistent – use similar language and be consistent with your organization’s brand.

Remember, some audiences need more information, while others need less. The same message does not work with multiple audiences. Now, this does not mean you have to develop 20 different versions of a brochure. Rather, it means to identify who your core audiences are (usually 2-4 categories) and determine the best way to reach them, and what they need to know to become engaged.

Pick your battles. Nonprofits need to understand that they are not going to win everyone over. Trying to get all audiences to listen and care is exhausting and impossible. Many nonprofits waste a lot of time and resources trying to be the most popular kid in the class. Do not fall into this wasteful pattern. Yes, you want to get your story out there, but you need to let go of the audiences that are not going to listen, and focus on the ones who are.

• Communicate to those who are already vested in your cause.
• Identify the audiences that are the most likely to listen and care. Then build on that.

But, there are two extremes here that nonprofits tend to fall into. Don’t just preach to the choir. Don’t limit your communication to this audience. Communicating with only those people and organizations who are already cheering for you does not help grow your organization. One of the most mistakes nonprofits make is continuing to ask the same people for support and money over and over. Your donors and volunteers need you to grow your support base. Reaching out and connecting with new audiences is crucial.

MISTAKE #4: They don’t answer the question , “SO WHAT?”

You are deeply committed to your organization’s mission.
You develop best practices in the field, employ clinical professional, you measure results.
You spend hours and hours in long-range strategic planning meetings.

SO WHAT.

The truth is, the average person you are trying to reach does not care about any of this.
What they need to know is how the work you are doing is connected to them. They don’t even know this is what they need to know… they are not yet engaged. Your job is to reach out and connect with them in a way that empowers them to care. Storytelling is definitely a way to do this.

How can this be avoided?

• Tell stories about your CAUSE, not about your organization.
• Make stories simple rather than complex. Focus on positive outcomes.
• Use consistent messaging to answer the “So what?” question.
• Start with your internal audience first and build upon that.

With these great guidelines, you can shift your organization’s messaging mindset and help further your mission.

From the Philanthropy Journal
Sept. 17, 2007

As the pace of technology races ahead, many charities are not taking full advantage of the new world of social media, a new report says.

In a survey of its grantees, the New York-based Overbrook Foundation found confusion and anxiety are stymieing many groups’ efforts to make use of new web and wireless technologies.

Dubbed “Web 2.0″ by many, this second generation of Internet-based tools, including blogs, podcasts and other interactive interfaces, has been billed as a critical frontier for those hoping to mobilize young people in favor of social change.

Overbrook consultant Allison Fine conducted a voluntary online survey of the 55 U.S.-based human rights groups the foundation funds, as well as two discussion sessions, which 17 of the organizations attended.

While all groups surveyed had websites, most were still using the Internet as a one-way information-sharing tool instead of taking advantage of the interactivity new technology offers, the report says.

Virtually all the respondents reported accepting donations online, but only half had blogs or videos on their sites and only a third had podcasts.

The report suggests that by restricting themselves to a limited version of web usage, these groups are missing out on key opportunities to organize constituents to support their work both online and off.

The report also emphasized the high level of social-media anxiety voiced in the discussion sessions, with many participants admitting they were “at a loss” as to where and how to get help navigating an often confusing array of new technology options.

As a result, the Overbrook Foundation has created an online hub of resources and case studies available to the public through its website.

The Overbrook Foundation was established in 1948 by Frank and Helen Altschul and supports groups working in the fields of environmental conservation, sustainable communities, and human rights.

Most of you may already be aware that at the first-ever Nonprofit Congress event last October, 500 representatives from state nonprofit associations and individual nonprofit organizations, voted “Public Awareness and Support of the Nonprofit Sector” one of the top three priorities for the sector.

Shoestring Creative Group and NonprofitPR.com were proud to attend and help support this important event and pledge continued support to the initiative.

Below are notes/highlights from the “Public Awareness & Support of the Nonprofit Sector” priority discussion that took place at the first-ever Nonprofit Congress event in October 2006. These notes have been provided by the National Council of Nonprofit Associations. To view/download the complete publication from the event (PDF), click here.

Public Awareness and Support of the Nonprofit Sector (Highlights)

CONTEXT

Root causes of why current public awareness and support of the sector is not as prevalent or positive as it could be include:

• Denial or lack of understanding of the importance of communications and PR
• Diversity, the lack of unity
• Apathy
• Boards of directors do not embrace the role of community spokesperson and liaison
• Lack of clear and concise facts and statistics about the nonprofit sector
• Nonprofits are too focused on our own organizations
• Nonprofits don’t listen to the marketplace
• Lack of collaboration
• Nonprofits lack a nonprofit consciousness
• Nonprofits serve too many masters, we don’t know what we are selling or to whom we are selling
• The sector is not organized enough to do this
• The public image of the sector is driven by negative media
• “Nonprofit” is a negative term
• The public does not currently understand the role of the nonprofit sector
• The culture of nonprofits reflects low self esteem and self deprecation
• Lack of capacity and skills
• American culture is based on individualism and self-centeredness
• Lack of marketing on the part of nonprofits
• Nonprofits discuss problems rather than successes
• Lack of media savvy
• Nonprofits have an apologetic mindset
• Lack of a clear, shared message
• Lack of investment in communication and PR
• Lack a nonprofit sector leaders
• Media paints nonprofits as a cute kid
• Media does not want to understand the systemic issues behind current problems
• Lack of a definition of the nonprofit sector: who are we?
• Nonprofits don’t take advantage of publicity

Long-term implications of successfully addressing public awareness and support of the sector include:

• Increased public understanding and support for nonprofits
• Nonprofits will be better able to accomplish their missions, organizations can not do this without the
• public
• The sector will be widely recognized as a viable social and economic force
• The public will understand that nonprofits are a good investment
• Power
• Individuals will increase their involvement in all levels within an organizations
• More young professionals will enter the nonprofit sector; nonprofits will fill the generational gap in leadership
• Respect
• Viable careers with good salaries and benefits
• More unity and less fragmentation within the nonprofit sector itself
• Nonprofits will redefine ourselves in a positive light
• Nonprofits will endure a greater risk of regulation from government and competition from business
• The relevancy and perceived importance of nonprofits will grow
• Nonprofits will be able to control our own reputation
• The nonprofit sector will be able to sustain itself
• The public will understand that nonprofits do much more than serve the poor
• Nonprofits will be better able to match audiences and services, this will decrease the disconnect
• between organizations and those in need
• Nonprofits will be better able to achieve individuals missions and collective goals
• This country will develop a stronger culture of volunteerism and social responsibility
• The public will be able to differentiate between large and small nonprofits

STRATEGIES

Events

• Hold a statewide Nonprofit Day
• Hold a forum or town hall debate for federal Presidential candidates in each state, especially key primary states
• Hold donor/funder conferences similar to public company investor conferences where nonprofits come together to present their organization to funders, media, and others
• Establish a day where nonprofits all shut down
• Establish a symbolic nonprofit week or nonprofit day

Public Education and Public Relations

• Develop a public relations campaign – create a national steering committee to work on this; create a professional campaign (National PR firm/Ad Council); multilayered campaign to reach various target markets (i.e., youth seniors, corporate sector, politicians); use latest technology and multimedia approach

• Launch a PR and ad campaign specifically to increase charitable giving; to document the benefits of the sector
• Use technology such as blogs and webcasts to promote nonprofits, state associations, and Nonprofit
• Congress
• Change the name “nonprofit,” perhaps to PROS (Public Response Organizations)
• Establish a nonprofit tagline
• Utilize PSA’s to share the effectiveness of nonprofits (or what the world be like without nonprofits)
• Influence TV/Hollywood to incorporate nonprofits into popular culture storylines
• Leverage public speaking opportunities at events outside of the nonprofit sector
• Educate and partner with youth to influence the next generation; focus on students; target messages to young adults
• Establish spokespeople for the nonprofit sector
• Recruit a celebrity spokesperson
• Establish a mascot
• Rebrand the nonprofit sector: each nonprofit should contribute $5 to hire ad/branding firm, come up with one way to get the word out, and put a “member of nonprofit sector” on their website/ads/spots/literature
• Ensure that secondary schools and colleges educate on leadership in the nonprofit sector; utilize guidance counselors and curriculum specialists
• Develop a service similar to 211 as a national reference resource
• Develop a national campaign that promotes the idea that everyone belongs to the community of common social good. Reinforce concept on personal and local levels
• Develop a quarterly newsletter for the public

Communication and Collaboration within the Nonprofit Sector

• Develop common asset-based language
• Show strong unity and collaboration within the sector
• Develop a unified message based on Guiding Principles of Nonprofit Congress; develop a common
• message from nonprofits to government officials and the public
• Create a strategy to inform nonprofits and the public about the Nonprofit Congress
• Decrease fragmentation through increased networking
• Promote the greater good of the sector beyond the individual organization
• Develop a grassroots campaign – local nonprofits use materials developed for national campaign on local area and develop local strategies
• Develop a campaign to promote greater understanding among nonprofits about the sector as a whole and each other; use annual meetings of state nonprofit associations as a vehicle; foster the development of regional and local nonprofit associations – formal and informal
• Develop/strengthen state associations in every state
• Encourage the Nonprofit Congress to open itself to anyone who wants to be involved as a one-stop resource for information and involvement in the sector
• Communicate key messages of the Nonprofit Congress and State Action Plans to the nonprofit community

Media Relations

• Increase training on media relations
• Increase involvement and strategic use of the media
• Secure an ongoing nonprofit section in major daily newspapers
• Promote stories of success, more than just feel-good stories
• Increase proactive/positive communications to local/state outlets by coming up with our own ways to get the word out
• Buy a newspaper column
• Highlight the local hero aspect of nonprofit work
• Meet with editorial boards to explain nonprofit sector

laceName>RelationshiplaceName> laceType>BuildinglaceType> and Cross-Sector Partnerships

• Educate state, federal, and local elected officials on what the sector contributes to the state, including economic and social benefits
• Hold joint meetings with counties and other local governments
• Increase grassroots communication with local government
• Partner with government to validate the essential nature of nonprofits
• Network with funders of all scope and size to support and endorse rebranding our image

Research and Planning

• Conduct a survey of internal and external market (environmental scan)
• Conduct a brand audit and create a nationwide marketing/branding plan
• Establish the true cost of services to promote the understanding of the importance of nonprofits, and our subsidy of service

These are notes/highlights from the “Public Awareness & Support of the Nonprofit Sector” priority discussion that took place at the first-ever Nonprofit Congress event in October 2006. These notes have been provided by the National Council of Nonprofit Associations. To view/download the complete publication from the event (PDF), click here.

Shoestring Creative Group and NonprofitPR.com were proud to attend and help support this important event and pledge continued support to the initiative.

The NEA has released “The Arts and Civic Engagement: Involved in Arts, Involved in Life,” a new study that reveals that people who participate in the arts also engage in positive civic and individual activities at significantly higher rates than non arts participants.

READ COMPLETE NEA PRESS RELEASE AND GET LINK TO VIEW PUBLICATION ONLINE:
http://www.arts.gov/news/news06/CivicEngagement.html