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How Do You Say That in Nonprofit? 13 Translations

July 12, 2015 by Dennis Fischman 18 Comments

Let’s say you work at a nonprofit organization.  You want to improve the agency’s communications: writing, speaking, publicity, social media…the works.  You go looking online for expert advice.

The experts seem to be talking a foreign language! Handheld translator

So much of what you find is written for business. You want to do what Katya Andresen suggests in Robin Hood Marketing and “steal” some corporate savvy for your cause–when it applies or when you can adapt it for your own purposes.  To use expertise, though, you have to understand it.

Here are thirteen business terms translated into nonprofit.

  1. Brand.  Reputation, public awareness, visibility.  Your brand is not your logo: it’s the overall impression people have of your organization before and after they’ve met you.
  2. Customer.  In business, the same person pays for a service and benefits from it.  For nonprofits, it’s different.  Funders and donors pay for a service, while clients benefit from it.  When you read “customer,” ask yourself which group the writer means.
  3. Chief Executive Officer (CEO) = Executive Director (ED).
  4. C suite = senior staff.
  5. Return on Investment (ROI) is like what you call “measurable outcomes,” only with some assessment of how much it cost to produce that outcome.
  6. B2B (Business to Business) = communications with your partner organizations, both those you work with now and those you want to collaborate with soon.
  7. B2C (Business to Consumer) =communications with people who use your services.
  8. Entrepreneurial.  Nonprofits call this “innovative.”  In business, it also implies some self-promotion and some degree of risk-taking.  Make sure you’re comfortable with blowing your own horn and trying things that might fail if you’re going to call your agency “entrepreneurial.”
  9. Marketing.  Really, this is just communications with a purpose.  Businesses’ ultimate purpose is to make money.  Your ultimate purpose may be to improve public health, enhance democracy, end hunger or homelessness, or enhance people’s lives through the arts.  Either way, as long as you tailor your communications (outreach, publicity, call it what you will) to a purpose, you’re doing marketing, and you can look for ways to do it better.
  10. Content Marketing.  You may think of this as just “publication.”  Unless you’re publishing anonymously, though, what you write, or post, or video will shape the perception of your organization.  Content marketing means putting content out strategically in ways that benefit the consumer and build your brand.  One of my favorite examples is the Economic Independence Calculator put out by the Crittenton Women’s Union.
  11. Thought leader.  A person or organization that provides valuable insights to others in a particular field, or on a particular topic, so that they become the “go-to” source of ideas in that area.  Becoming a thought leader can reap great benefits for you, but it takes time, patience, and communications skills.
  12. Networking.  Yes, this includes all those meetings where you meet people, talk about what they do and what you do, and try to figure out how you can help each other.  You’re familiar with that.  You may even know how to use LinkedIn for networking online.  But I would say that the nonprofit equivalents of networking are coalition building and community organizing.  When you read about networking, instead of a Chamber of Commerce meeting, picture a community forum.  Instead of passing out business cards, picture knocking on doors and asking neighbors to pursue their interests together.

I have finished my list at twelve because in the nonprofit world, you are an expert.  What’s the thirteenth term YOU’d like to see translated into nonprofit?  Please share the business term that doesn’t quite fit what you do, and if you have a good way to translate it, please share that too!

P.S.  On Twitter, when I see good advice that’s aimed at businesses, sometimes I translate it so it’s more useful to us.  Find it using the hashtag #ispeaknonprofit.

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How Do You Attract Big Gifts from the Affluent? – Part II

July 2, 2015 by Dennis Fischman Leave a Comment

A guest post from Tripp Braden, of Developing Serving Leaders.   You can read the previous installment at How Do You Attract Big Gifts from the Affluent? – Part I.

Ask for Feedback on New Programs

Tripp Braden

Tripp Braden

The second opportunity to connect with more affluent givers is to become better at sharing new opportunities as they develop.

Successful entrepreneurs are good at identifying and implementing new opportunities faster than their competitors. If you share an opportunity in the early phases, this wealthy individual can help you crystallize your thinking on this new opportunity.

If you can help them see the possibilities, they are more likely to provide financial support for them. I call this social innovation and I believe it’s the great equalizer in attracting the right people to your cause and organization. Most wealthy entrepreneurs are very good at understanding risk/reward as part of their everyday lives. If you can challenge their thinking, you are well on your way to building an extraordinary partnership with them.

If you want to get somebody more involved in what you’re working on, ask them if you could share an idea with them to get their feedback. Learn how to tell stories about where your organization is considering going and then ask them provocative questions to help them see the opportunity more clearly.

 Ask for the Gift of Networking

The third opportunity to connect with more affluent givers is to learn to see individuals as having many different resources they can bring to your organization.

I’ve found most of my millennial givers are not always able to provide the same level of funding as my baby boomers. What they do bring to the table is high energy and a larger network with others who can help your cause. If you remember that almost every wealthy person sees their network as a large part of their net worth, having the ability to mobilize these people can provide a positive impact on your organization.

On the other hand, we baby boomers are very willing to provide a wider range of gifts to your organization. When dealing with us, challenge us to find the right people in our community who would be interested in your cause–because we are involved. I can remember several times where I was able to identify the right person to provide a significant gift because of a relationship I had with them. You shouldn’t be afraid to have me or my peers make calls of introduction for you.

Today, I believe that most fundraisers are only one person away from the person who can help transform their organization forever. It is critical that you are able to engage your donors in a different way. I believe there are many ways to engage and empower people to help grow your organization.

I hope this gives you several ways to begin cultivating relationships and connecting with your larger donors. Good luck.

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The Power of Pull, by Hagel, Brown, and Davison: a review

August 5, 2013 by Dennis Fischman Leave a Comment

If you’re a manager–particularly a corporate manager–particularly a manager in a top-down, siloed, “do it the way we’ve always done it” corporation, then The Power of Pull may be for you.  It will tell you:

1. People need to learn new information and make new contacts all the time, because the challenges they will face in the future are unpredictable. You never know what it is that you will need to know, or who will be your most valuable collaborator.  Seek serendipity.

2. Organizations need to create environments in which people can do all the things in #1.

And that’s it!  The questions at the end of each chapter will help you see whether you (or your organization) are following the book’s advice.

I am not a manager, nor am I a corporate type, so maybe I am missing something.  I thought, however, that even in 2010 when this book came out, all this was old news.  Not only has there been chatter about the need to adapt to the Information Age since the 1990’s.  Way back in the early 20th century, Dewey stressed that the ability to find things out is just as important as the ability to remember what we’ve already learned.

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Still, I wish some people in government would read this book.  Maybe they would think twice about demanding more planning, more measurement, and more standardization from community organizations that receive government funds.  They could learn from this book not to stick with a model that the most nimble for-profit organizations are leaving behind, because it stifles both creativity and productivity.

We, the public, would benefit if government spent more time and more money on enabling nonprofit organizations to learn from one another and create new partnerships, instead.

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