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What Nonprofits Can Learn from Peter Pan

May 18, 2015 by Dennis Fischman 2 Comments

People say there’s a part of me that’s got to be permanently twelve years old. I love children’s books.

In my house, there’s a shelf of them: some picture books, some chapter books, some classics, some translated into Spanish.  And I should probably take them off my taxes as a professional expense.  They have taught me how to write.

What can children’s books and their big cousins, YA fiction, teach us about telling our companies’ stories?

  1. Start with an improbable hero.  Zoom in on one person.  An ordinary person, because our readers need to identify with him or her.  That could be Harry Potter or Halla from Travel Light–or it could be your nonprofit’s client.
  2. Give them a challenge. It’s not a story if nothing’s going wrong. Here’s your chance to show the problem that your client faces (whether it’s poverty, illness, bad schools, or bad air) and make it real to your reader.
  3. Show their character.  When she struggles, your client shows who she really is.  She has no superpowers or magic: only the qualities that make her human.
  4. Give them helpers.  Of course, this includes your organization.  But this is  your golden opportunity to…
  5. Bring the reader into the story.  J.M. Barrie did that overtly in Peter Pan: “If you believe,” he shouted to them, “clap your hands; don’t let Tink die.”  Most do it more subtly. But if you ever refused to come in for dinner until you finished the chapter, you know what it feels like to take the hero’s place.

Great writers make us feel that the ending of the story depends on us.

When you write newsletters, appeal letters, blog posts–even Facebook posts and tweets–how do you make your supporters into the hero of the story?

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The Fountain of Youth for Your Nonprofit

May 14, 2015 by Dennis Fischman Leave a Comment

Millennials

Do you struggle to get younger adults involved in your nonprofit organization?  Millennials (the generation born between 1980 and 2000) will keep your organization young, if you treat them right. Here’s what you should know.

  • According to Jason Dorsey, The Gen Y Guy, “Millennials think phone calls are an invasion of privacy.” If all you need is to ask a question or share a bit of information, text them.
  • A lot of millennials are strapped for cash. They graduated college and got hit by the Great Recession. They are just now forming the habit of giving. So, don’t turn your nose up at that $5 online donation: it may be the start of a lifetime of charity. It’s up to you.
  • Millennials will work hard for something they believe in. They are committed to causes, not organizations. Show them the tangible value of their work AND the value you place on it, them. Give them a voice, not just a task.
  • Millennials really aren’t that different. All of us in the generations born since WW II have been increasingly comfortable with technology and increasingly skeptical about organizations. Prove yourself to a millennial and you’ll probably make a case to a Boomer like me, too!

What’s the best thing YOUR organization has done to attract younger volunteers, Board members, or donors? Let me know and I will brag about you in an upcoming message!

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The Truth about What Nonprofit Boards Want

May 12, 2015 by Dennis Fischman Leave a Comment

I’ve been on nonprofit boards, and I’ve also been on staff. Staff usually think first, of what will pacify boards. Second, they ponder how they can get boards to do useful work.

All too rarely do staff ask themselves, “What do board members want? How can we make serving on our board an experience that people will prize, and never forget?”

June Bradham

Author June Bradham

The great advantage of June Bradham‘s book The Truth about What Nonprofits Boards Want is that it places board members front and center. By interviewing current and former board members at several large nonprofits, she finds out what makes them resign from boards and what makes them stay.

In brief:

  • Board members want to use their savvy and their professional skills to make a difference in company with other smart people who are equally committed.
  • They don’t want to be rubber stamps, or ATM cards.
  • And they want an ED or CEO who will listen.


The interview format makes the book a little scattered. Interviewees sometimes contradict each other–no surprise there, for anyone who’s ever been to a lively board meeting!–and the author’s comments could do a better job of pulling the various points of view together. It’s a quick read as a whole, so you can easily finish it and synthesize it for yourself.

At the end of the book, I was wondering about these questions:

  1. Do people on high-level, national nonprofit boards really want to put their hands to the wheel as much as Bradham describes?
  2. How would the book be different if she were writing about community-based organizations?
  3. What would be different if she were writing the book now, instead of in 2007?

Do you have an answer for any of those questions?

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