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Helping you win loyal friends through your communications

Marathon: 4 Lessons Boston 2013 Taught Me about Communication

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“Oh my God,” I said, “I have friends in that race!”

I can’t remember exactly how I first heard about the Boston Marathon bombing in 2013, but I know that was the first thing I said.

And I know the first things I did: turn on the radio, and get onto social media.

I spent a lot of that Monday listening for news, then sharing it with the immediate world via Twitter and Facebook.  That Patriots’ Day and the week that followed taught me four lessons I will never forget.

  1.  Write only what people care about.  On Monday, I cancelled any tweets I had pre-scheduled. I ignored any other topic.  I wrote only for people like me who said “I have friends in that race. Are they all right? What’s really going on?”
  2. Write what I know better than other people.  I live in greater Boston, and the local NPR affiliate, WBUR, is my soundtrack every day.  Simply by listening to the radio and following other Boston-area friends on social media, I knew more than 95% of the people in the country.  What I knew, I shared.
  3. Be a source of reliable information.  There were a lot of rumors flying around, and the media were more often fanning the flames than keeping their cool.  We were better off reading the Onion or the Borowitz Report than the New York Post (or watching CNN).  I made sure to pass along only what seemed certain–and even then, I gave my sources.
  4. Listen, and engage in conversation.  When I heard about friends who reported they were safe, I spread the word.  When people asked questions on Twitter, I used @ messages to write them back.  I followed the #boston hashtag to keep track of the conversation in real time.

Looking back at it, it occurs to me: these four lessons are not just for crises.

If you want people to pay attention to what you write, you should write what people care about and what you know best, giving reliable information and engaging in conversation, every time you post, tweet, or talk or email.

Only, don’t write as often every day as I did on Patriots’ Day 2013.  Because communicating with your readers is not a sprint.  It’s a marathon.

A Priest, a Rabbi, and a Communications Pro Walk into a Bar…

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Can you tell a joke?  Then you can write for blogs and social media.

I don’t mean to say that what you write has to be funny.  Although, God knows we could use some humor sometimes!  But jokes have the basic ingredients you need to make people want to read what you write, and then, to remember what they’ve read.

Jokes invite the audience in.  Whether it’s “knock-knock,” or “What did the one say to the other?”, or “A priest, a minister, and rabbi walk into a bar,” jokes get the listeners involved. You can see them lean forward, wondering what comes next.

The next time you write, look for the opening line that makes your reader want to read the next line.

Jokes have a structure.  Human beings like to know where they’re going and how long it’s going to take to get there.  People waiting for a bus or subway are much more content to wait if they see a sign that says “Next train to Alewife Station, 10 minutes.”  When they’re listening to a joke and they hear that something happens three times, for instance, they know something unusual is about to occur and they’re waiting to find out what it is.

The next time you write, look for the structure that tells your reader when the main idea is going to arrive.

Jokes have a punch line.  Sometimes people even forget how the story went, but they remember “That’s what she said,” or “I’ll have what she’s having.”  It’s the payoff.  It leads to a reaction: laughter, or a groan, or both…but an emotional response.

The next time you write, figure out the response you want to provoke first.  Then, tell the story that will elicit that response from your readers.

A priest, a minister, and a rabbi went into a bar, and the bartender said, “What is this, some kind of a joke?”

I’ll bet you remember that one.

Note: this entry originally appeared in April 2013 in my personal blog.

Any Nonprofit that Runs Like a Business Will Go Broke

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Are you tired of being asked, “Why can’t you run your nonprofit like a business?”

I’ve written about how nonprofits can use advice written for businesses (with just a little translation).  When it comes to nonprofit finance, however, some business wisdom is just wrong.

Clara Miller, the former director of the Nonprofit Finance Fund, explains why.  In her wonderful article, “The Looking-Glass World of Nonprofit Money,” she lists seven assumptions that businesspeople make that–in the nonprofit world–are just not true.

  1. “The consumer buys the product.” False. Donors and funders buy the “product” (which may be a service, a program, or a campaign), and clients benefit from it.
  2. “Price covers cost and eventually produces profits, or the business folds.”  False.  Nonprofits are devoted to their missions and will keep on pursuing the mission as long as they  can.  They have a sideline in fundraising to support their “business”–but it also saps energy away from the reason they exist.
  3. “Cash is liquid.”  False.  Government and foundation grants are often restricted to specific purposes and can’t be used to pay for anything else.  A nonprofit can get more grants and have less money to pay its day-to-day costs of doing business!
  4. “Price is determined by producers’ supply and consumers’ ability and willingness to pay.”  False.  Since the consumers don’t pay (see #1), they don’t have the say.  Government or foundation funders decide what they’re willing to pay AND how many clients the nonprofit must serve in return for the money.  If it’s not enough, the nonprofit has to make up the difference with fundraising, or the quality of service suffers.
  5. “Any profits will drop to the bottom line and are then available for enlarging or improving the business.”  False.  Many nonprofits have spent less than budgeted only to see their budget reduced for the next year, on the theory that they must not really have needed the money.
  6. “Investment in infrastructure during growth is necessary for efficiency and profitability.”  False.  Well, actually, true, but not recognized by funders!  Many funders want to pay for program, but only a far-sighted few will invest in building capacity for the future.
  7. “Overhead is a regular cost of doing business, and varies with business type and stage of development.”  False.  As Miller says, “Overhead is seen as a distraction—an indication that an organization is not putting enough of its attention and resources into program.”  (Thankfully, this is beginning to change, but only beginning.)

Nonprofits, have you heard well-meaning but useless advice from people who think you ought to “run like a business”?  What would you want those people to know?

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