Manifesto 3.0: Being True to Your Values

There is an oft quoted story about the child and the starfish. You probably know the one. The abridged version goes like this:

A man came across a child walking on the beach, upon which thousands of starfish had washed. The child was picking up the starfish that were still living, and throwing them back in the water, because if they stayed on the beach, the starfish would surely die. The man observed this for some time, and eventually approached.

"What are you doing?"

"I am saving the starfish," he replied.

“Little boy, why are you doing this? Look at this beach! You can’t save all these starfish. You can’t begin to make a difference!”

The boy bent down, picked up another starfish, and hurled it as far as he could into the ocean. Then he looked up at the man and replied, “Well, it mattered to that one."

What I have only recently learned is that this story is adapted from a longer story called "The Star Thrower," by Loren Eiseley. In the longer essay, there is an important resolution:

On a point of land, I found the star thrower...I spoke once, briefly. "I understand," I said. "Call me another thrower." Only then I allowed myself to think, he is not alone any longer. After us, there will be others....For a moment, we cast on an infinite beach together."

So why is this story important to us?

Jim and I frequently reflect on those rare people in our lives who are truly, deeply genuine. These are people who, regardless of what is happening to them, or to people they care about, or to situations around them, are true to their values, loyal to people who are important to them, and honest in what they say. These are not people who waver: they are our rocks, our foundation. Our star throwers.

The star throwers of our lives tend to be underappreciated. They may be quieter than others, more introspective or introverted, yet they are always there, ready with a helping hand, a kind gesture, or an insightful observation.

But it is one thing to tell people that you admire their traits. It's quite another thing to emulate them.

Over the last several months, Jim and I have felt a need to express the values of GoalBusters more overtly. While we've never been shrinking violets about this (see the GoalBusters Manifesto), we also know that we need to clearly define where we stand.

When we participated in the Women's March on Washington, we knew we were taking a step.

Even though we work with many different organizations, with people of many perspectives, political beliefs and spiritual callings, they all have one thing in common--they are part of communities who struggle to have a voice. Whether it's a small public radio station covering border issues far from major cities, or a health care institution trying to provide comprehensive service in a rural community, or an education organization providing advancement opportunity to those who haven't had it before, these are charities that are, in many respects, trying to do the impossible.

So, I dedicate the GoalBusters Manifesto 3.0 to our friends who are trying to do the impossible. To our Star Throwers.

---

The Manifesto 3.0
updated March 7, 2017 (aka the tenth anniversary of Liberation Day)

At GoalBusters, philanthropy, and fundraising, is not about money. Yes, money is involved, and we help our clients raise money and do more with the resources they have. But fundamentally, the obligation of the charitable sector is to make the world a better place, and to lift up the people and beings living in it.

Fundraising is not about "shoveling coal into a machine." Your purpose has to matter to the communities you serve. You have to care about more than yourself. It comes down to the root of the word philanthropy: it means love of humankind.

Therefore, we work with causes that we personally believe in. When we work with a client, we throw our hearts and souls into the organization. Ultimately, we can't fake that. Causes that we personally support include public and community media, education, healthcare for the underserved, diverse communities, arts and cultural programs, progressive causes, social justice, social services, and our professional associations.

We also work with teams that are passionate--about the cause, about learning, about improving, about making the world a better place--because if you're not committed to your cause, why should anyone else be?

Finally, we work with people who are committed to the highest standards of ethics and professional practice. And don't just give that lip service—actually live it.

---

Call me another thrower.

This post is dedicated to Vernon Kahe.

Thanks also to our team, Annagreta Jacobson, Elta Foster, J.C. Patrick, Justin Anderson, Matthew Ferris and Dennis Gilliam for supporting and uplifting us every day, and to Bill and Matthew Ferris for allowing me to throw my whole self into GoalBusters. And of course, thanks to Jim Anderson for, well, everything. On March 7, 2007 (aka Liberation Day), Jim and I took a leap of faith that GoalBusters (founded as Ferris Consulting in March 2001) could be a real full-time gig, and now, ten years later, it is much more than that--it is our life's work. We have the privilege of meeting incredible fundraising professionals around the world and the honor of serving organizations that live the Manifesto.

A Salute to a Brave Founder and her Baby

October 15 was Pregnancy and Infant Loss Remembrance Day, which was recognized and supported by the JLB Project, an organization in Flagstaff, Arizona that offers support for those who have lost a baby.

I spoke about the JLB Project and its founders, Anna and Mike LaBenz, at the AFP Arizona Statewide Conference in July 2015, hosted by the AFP Northern Arizona Chapter, and shared the following remarks. This seems like a good time to share them again.

***

Today, I'd like to tell you a story about a courageous and big hearted woman named Anna.

I first met Anna LaBenz nine years ago. She and her husband, Mike, had approached the Flagstaff Medical Center Foundation wanting to make a substantial gift to the hospital. As the former Foundation Director, I was brought in to help advise on the gift.

And I turned the gift down. Sort of. Let me tell you why.

You see, I met Anna at a very difficult time in her life. She and Mike had been expecting their second child and tragically lost their son at full term due to an umbilical cord accident. As you can imagine, they were devastated. But they also felt lonely...almost ostracized...by their loss. What do you say to someone who loses a child this way?

Anna wanted to do something to channel her grief. So we talked about what she and Mike wanted to do with their gift.

“We want to help other parents who are dealing with this. No one should have to go through this alone.”

What Anna and Mike identified, was that there were plenty of grief counseling programs for people who have lost loved ones, or even lost a child. But a program that could talk with parents who lost a child from conception through the first year? Those programs were very rare, and very erratic in their implementation.

I told Anna and Mike, very honestly, that the hospital was not the place for their gift. The hospital was a great place for acute care, but not for dealing with the impact afterward. I ended up connecting them with Northland Hospice, and Anna began the program there. After a short while, it became clear that there was a much greater need for their program than either Anna or Mike anticipated, so Anna bravely launched her own nonprofit, the JLB Project, standing for “Jack's Little Brother.”

The story could have stopped there. Another nonprofit launched, another gift directed to what the donor felt passionately about.

But there's more to the story.

The JLB Project has now been a pretty stable nonprofit for about 8 years. Anna has served as the Board President for the entire time, taking the lead on most things. I helped with board training early on, and I kept in touch with Anna, so I wasn't surprised to hear from her recently. She asked for a short advising session to talk about JLB.

What she said to me in that discussion was shockingly astute. She said, “This organization IS JLB. I've kept him alive through this organization for 8 years. But I think I need to let him grow up. I think I need to let myself let go.”

That...is one of the most brave things I have ever heard come out of a founder's mouth.

Anna could have easily blamed burnout. It's so common in the nonprofit sector—we give and give, for little return, and we just exhaust ourselves.

Anna could have blamed other people involved. We often blame our board, our staff, our donors, our clients, for our challenges, even when it's not necessarily fair to do so.

Anna could have blamed a lack of resources. No nonprofit has enough staff, or enough money to fund the staff, or enough...anything.

But instead, she looked to herself. And realized it was time to let the organization grow.

When she started JLB Project, it was just like JLB would have been. It was an infant, needing constant attention and lots of personal investment.

As the organization became established, it was like a toddler. More people could be involved in the care and feeding of the JLB Project, but Anna, MOM, was still the primary caregiver.

When it became a “preschooler,” the JLB Project went through some growing pains, and a few things got parceled out to other team members, but the main weight of the responsibility still lay on the mom, on Anna.

Now, JLB Project needs a little independence.

It's not ready to fly on its own. I think Anna understands that she still needs to be involved. To be the moral compass. But it's ready to not have “mom” involved all the time.

And it's hard as a parent, some times, to let go.

I infinitely respect Anna for understanding that the future success of the JLB Project requires that she, as the founder, give it a little space. It's so easy for founders of organizations to make it about them, or about their personal needs, thinking no one can do this as well as they can. Instead, Anna is about helping the organization grow.

So now, what Anna is looking for, are people that she can trust to help take care of her maturing “child.” And she has to believe in her heart, that as a parent, she has imbued this child, this organization, with enough of her values that it will continue on the right path.

In July 2015, Anna posted a beautiful photo of JLB on Facebook. Her caption read:

"9 years. 3,585 days. 78,840 hours. 4,730,400 minutes. That is how long it has been since you changed it all. Happy Birthday my sweet boy. In your life and in your death I have received so many gifts. I would give it all back to hold you for one more minute, one more hour, one more day, or one more year. Love you always. Mommy."

JLB will always live for Anna and Mike LaBenz. And thanks to Anna's visionary leadership, I'm confident the JLB Project will live on as a critical community service, and a fitting tribute to JLB, and to his loving parents.

***
Afterword: Several months after these remarks, I was honored to facilitate the JLB Project's reflective, cathartic, and often emotional strategic planning process. They are now moving forward with a plan to help the organization grow in a way that supports self-care for the participants, and personal and organizational resilience. Several people have stepped up for increased responsibility in "parenting" JLB. I'm extremely proud of their efforts, and encourage people to support them. If you'd like to give or volunteer, visit their website or Facebook page.

Live Your Dream: Two Questions

I had the privilege tonight of speaking to the Soroptimist International Awards Banquet in Flagstaff, a collaborative effort among the three Flagstaff area clubs. This is the second time I've spoken before this group, the last in 2011, and both times I've wondered what I could share that was as inspiring as the honorees themselves.

The women honored during this banquet include recipients of the Live Your Dream scholarships, granted to women who are the primary source of financial support for their families and want to improve their education, skills and employment prospects. The women honored this evening have overcome challenges and obstacles that I cannot even imagine.

Yet there I was, trying to say something inspirational.

I had no idea what I was going to say. I had three options in my purse of things I could say, but nothing really resonated with me. As late as walking in the door, I didn't know what would come out of my mouth when I stepped up to the podium.

Then, I spoke to Helen.

Helen Horstman was, technically, my assistant at my first director level job. She was Executive Assistant to the Director when I became only the second Development Director at Lowell Observatory in its 100+ year history. She was assigned, part-time, to the development program, and continued to be the only other staff member assigned to development in the four years I served in that position.

Since I was a mere 26 years old when I was hired, Helen terrified me for my first month on the job. I don't think Helen did this intentionally. She just wasn't willing to take any nonsense from a young newbie.

Now, 14 years after leaving the Observatory, in my short conversation with Helen at dinner, I was reminded why I was in this business.

It's about philanthropy. And what's philanthropy all about, anyway?

It's about love.

The word philanthropy comes from a Greek root, philos anthropos, "love of mankind." I have taught this numerous times in the CFRE Review Course and mentioned it when describing my personal philanthropic ethos.

But what made philanthropy top of mind tonight was the combination of "love of mankind" with a question: "Does this bring you joy?"

One of the blogs I read is "Hey Eleanor," by Molly Mogren Katt, who writes about doing something that scares her on a regular basis. A recent blog focused on the KonMari method of tidying up, and after reading Molly's blog, I immediately purchased the book and began my discarding journey.

The biggest evaluation question in KonMari? "Does this (fill in the blank item) spark joy?" Over the last week, I've applied this question to a boatload of clothes and books. clearing the way for a lot of newly discovered space in my home.

It's amazing how quickly this question filtered over into other things in my life.

I've been struggling lately with work and volunteer commitments. As many "type A" personalities, I say yes to too much.

So, I present the one-two punch: "does this bring you joy?" and "does this express your love for mankind?"

GoalBusters could be a larger company, We could make more profit. But ultimately, I don't think that expresses my philanthropy, and I don't think it brings me joy.

So I return to the GoalBusters manifesto. Making a lasting impact brings me joy and expresses my love for humankind. As I move forward, I will be taking a very thoughtful look at everything I do through these lenses, because if it doesn't bring me joy and doesn't help me express my philanthropy, why am I doing it?

I thank Helen and the Soroptimists for reminding me of that. You do amazing work in our community, and I thank you for helping not only the recipients of your scholarships, but also, me, who was supposed to be inspiring YOU.

"Life is just a pale imitation of high school"

My Alma mater, West High School, Madison, WI

In the 1980's series, thirtysomething, one character utters the line, "Life is just a pale imitation of high school." Obviously, this quote has stuck with me for a long time, among the many random verses, song lyrics and trivia trapped in my brain.

Even the most enlightened adults continue to label people for one facet of their personality--"the geek," "the jock," or "the popular girl" now replaced with "the IT guy," "the former quarterback," or "the real housewife of (fill in the blank city)." We still make decisions about a person based on who their friends are, or essentially what "clique" the person is in. We still let petty differences create big rifts that can never be forgiven. And of course, there's interpersonal drama because someone didn't do what they said they were going to do and now there's a huge blow up because you didn't get voted class president, or homecoming queen, or most likely to succeed.

But it wasn't all bad in high school, right?

Here are thoughts on things from high school to apply to adult life:

• Some people are unexpected friends. Senior night, I ended up hanging out on the bus back to the school with a bunch of people I didn't normally spend a lot of time with. My "close" friends were no where to be found. Singing "Celebration" on the bus with people who were mostly just acquaintances was the most fun I had all night. I'm still connected to some of them 26 years later, and wonder sometimes why I didn't spend more time with them in high school. Who are people now who are those unexpected friends? 
• Some people are not really your friends. I know I have my share of friends who at best, didn't keep in touch or at worst, totally abandoned me. Friends ebb and flow. Some people are more interested in your position in the clique than you personally. Let them go.
• No clique lasts forever. Cliques are based on a power balance. As cliques grow, they start to lose their influence over the members. Eventually, the power shifts and new cliques form. Sometimes you just need to wait it out.
• It might be time to graduate. You can't stay in high school forever...maybe it's time to move on to a new adventure.
• It will seem rosier when you look back on this than it feels like right now. The nostalgia card is powerful, isn't it? Someday, with the passage of time, this will not seem like a total disaster. You'll want to go back and celebrate it, for old time's sake.

Manifesto Revisited: Defining Our Core Values

The Holstee Manifesto
http://www.holstee.com/pages/manifesto

On my desk is a frame with the Holstee Manifesto (right). I look at it every day I'm in my office; it's been there for many years now. But even before I was introduced to this document, I created a manifesto of my own.

Years ago, after a particularly frustrating week, I wrote the "GoalBusters Manifesto." We had been doing what a lot of entrepreneurial businesses do in their early days--taking any business that came our way--and I was unhappy. So I decided to write down what we were about.

Jim was chagrined by the initial draft. His reaction was, "Are you sure you want to put this out there?" Some of it, we didn't. With Jim's input, including a very important "Jimism," the manifesto ended up morphing into our philosophy statement, which has appeared on our "about us" page since then.

As our team has grown, however, I started to wonder if this really what we were about. Do our team members have to believe in the same causes we believe in? Does the manifesto still work?

As I discussed various projects with our team, I realized that we have common values:

• We believe in our clients and their causes.
• Fundamentally, the cause always comes first, not personal agendas.
• We treat people with respect and expect others to do the same.
• Being the recipient of a philanthropic gift is a privilege, not a right, and therefore the mission of the organization and the donor's intent must be respected.
• We value loyalty to a cause and to other team members.
• A person's title is less important than a person's contribution to the team.
• Everyone in an organization plays a part in philanthropy.
• We want to make a lasting difference in the culture of an organization and the impact to the community.
• Philanthropy is always about love.

With this in mind, I present the "GoalBusters Manifesto 2.0."

---

Our Philosophy (version 2.0)
We work with causes that we personally believe in, because ultimately, we can't fake it. That's also why we work with teams that show mutual respect for one another--because workplaces where people care about each other are generally more productive and more fun to be in.

We work with teams that are passionate--about the cause, about learning, about improving, about making the world a better place--because if you're not committed to your cause, why should anyone else? Charitable organizations must put the mission first, at all times. Personal goals are fine, but not if they conflict with the cause or are put ahead of the needs of the organization.

"Not my job" is not the right answer. Everyone in an organization plays a role in philanthropy: sometimes they just need to be shown where their talents lie.

Fundraising is not about "shoveling coal into a machine." Fundraising is about empowering people to make a lasting impact on their community. It's philanthropy: love of humankind.

---

Maybe someday I'll make this all pretty and put it on a coffee mug. For now, it's on the "about us" page. Perhaps it will trigger your own thoughts about what your manifesto is. We look forward to seeing you make a difference.


Thanks to J.C. Patrick and Richard Pirodsky for unintentionally helping me clarify my thoughts. Thanks also to our team, including J.C. Patrick, Annagreta Jacobson, and Elta Foster, for living these values every day. And of course, thanks to Jim Anderson for sticking with this crazy work we call our company. June 13, 2005 was our first day working together, and we never, ever, thought it would last this long or lead to so many interesting connections, challenges, and friendships. Jim, you have done what you set out to do at the end of 2004, "Change minds, change the rules, change lives, change the world." I look forward to more adventures.--Alice

Lessons from 100 Days of Gratitude

From June to September 2013, we embarked on a mission to thank someone every day for 100 days. Honestly, the 100 Days of Gratitude was supposed to be a way to get us to blog more. Instead, it was an inspiring, emotional, touching, frustrating, occasionally dramatic, and, in the end, transforming experience.

We didn't blog more. But we reconnected with many people who have been important to us and continue to affect our paths.

Even though we both experienced this differently, the above deck highlights some of the points that were revealed to us both:

1. Don't make a list. (This from the list maker, Alice). When we began, we both made lists but discovered that we were spending more time making the list than actually thanking people. So away went the list, and we thanked whomever we were inspired to thank that day.
2. Be personal. Early on, we decided that email was "cheating." It had to be a handwritten note, a phone call, or an in-person visit. People who received our thanks were very touched to receive personal attention.
3. Be specific. Often, the people we were thanking didn't know why they were being thanked. By being specific, we could highlight that something that perhaps seemed very minor to them had a huge impact.
4. A gift is nice. Not required, but nice if you're inspired to give one. 
5. Thank every day. Like any habit, it takes a while to stick. There were days when we just thanked one person, and days when we thanked many. But we reached out to someone every day.
6. Listen to your heart. This led to thanking people we didn't want to thank, or people that we didn't know needed thanking. Even the tough ones were rewarding.
7. Laugh. It's easy to get sucked into sentimentality with gratitude. Some days, our thanks were silly, bordering on absurd. (Our colleague, Steve, in Yuma got most of those.) But they were thanks nonetheless, and a whole lot of fun.
8. Experience thanks fully. Emotions are involved in expressing gratitude. Prepare to be moved by them.
9. 100 days is not enough. There are many more people to thank, so we press on. Maybe not as consistently, but we continue.

Thanks to everyone who played along, and of course, to all the people we have been grateful for. We've learned much from this experience, and encourage anyone to take on this challenge. Let us know how it touches you!

100 Days of Gratitude: People You Don't Want to Thank

We've been much quieter than we expected during our self-proclaimed 100 Days of Gratitude. You could chalk it up to being too busy, but I think, in reality, we've been quiet because the process of thanking people for 100 days has required more internal processing than either of us realized.

We'll have a summary of lessons learned soon, but before we do, we want to share one lesson that struck both Jim and me.

Sometimes, there are people you should thank that you don't want to talk to again, let alone thank.

I'm certain that you have people who have crossed through your life's journey who have been just mean. Cruel. Rotten to you and your loved ones. Sometimes it's unintentional, but sometimes it's specific and targeted.

These people hurt you.

As Jim and I reviewed our lists of people to thank, certain people came up over and over. "Oh, I'll never thank that person." But as we talked about this whole process more, we recognized these main things:

1. "What doesn't kill you makes you stronger." Yes, it's an overused phrase, thanks to Nietzche (and Kelly Clarkson), but it can be true. Difficult people and challenging situations can test your resolve and put your own beliefs into a crucible to be refined.

For example, my own view of philanthropy was once tested by someone who believed that fundraising was a zero sum game. "If I have a dollar to give, and I give it to someone else, you're out of luck," he said. "Every other organization is a competitor."

In response, after some thought, I said, "Do you know where the word 'philanthropy' comes from? It's from the Greek, 'philos' and 'anthropos.' It's about love of your fellow man." I continued, "You don't tell a parent that they'll love the second child less because there's a finite amount of love. Love expands and grows. Philanthropy is the same way. If you truly love a cause, you'll find a way to support it." I couldn't articulate that thought until I was pushed to do so.

2. Mean people can push you outside of your comfort zone. Generally, I am not a huge risk taker. I like to know what's going to happen and like to be in control of things that I can control. There have been times in my life, however, where it felt like there was nothing under my control, and I had to adjust. I had to take risks.

There's a quote on my wall that says this: "The jump is so frightening between where I am and where I want to be...because of all I may become, I will close my eyes and leap!" Sometimes, I didn't leap, I was pushed!

3. There is something to learn from every chapter (or scene or paragraph) of my life. It was strange that once I started thinking about the lessons that came out of difficult interactions and relationships, my reactions to that time of my life seemed a little more detached. I could process the lesson without getting caught up in the emotions. Sometimes the lesson is as basic as, "that person is not really your friend," but it's a lesson, nonetheless.

I'm not saying that either Jim or I had this great epiphany where we are both willing to let bygones be bygones with everyone in our lives. I certainly am not saying that we're going to be friends with everyone we've met. There will be some people that I will never like or trust again. But I think we've both come to realize that even the difficult people have added something to our experiences and can be thanked.

Even if we can never bring ourselves to say so.

What's Your Culture of Philanthropy?

Being a donor is often the best way to learn how to be a better fundraiser. I've experienced this on many occasions, particularly when I was the Foundation Director for Flagstaff Medical Center and was responsible for giving away a half a million dollars a year.

But right now, I'm learning a lot for another reason.

My mother-in-law, Rose Marie (Ogden) Ferris, passed away on Friday, July 19, 2013 after a long battle with emphysema. She passed peacefully with her surviving sons, Steve, Bill and Dave, nearby. While no one is ever prepared for the loss of a parent, the Ferris men are handling the transition and arrangements as well as they can. 

Of course, I was wondering how to help. I figured the things I knew how to do were planning the lunch after the service and the donations in lieu of flowers. I am a fundraiser, after all.

Here's my experience so far with the selected charitable organization:

1. It took three attempts to get in touch with someone in the development office. The volunteers and staff were uncertain who to call and asked many questions as if to "filter" me away from the development staff.
2. The person I spoke with was very nice, but neglected to get my contact information, even after I asked if she wanted it.
3. Even after I asked about naming opportunities in honor of my mother-in-law, they still don't have my contact information.

In "Under Developed:  A National Study of Challenges Facing Nonprofit Fundraising," conducted by CompassPoint and the Evelyn and Walter Haas, Jr. Fund, the analysis identified a lack of a culture of philanthropy as a key weakness of the sector. Fund development and philanthropy needs to be "understood and valued across the organization."

So I write this not to "flog" the organization in question; they took very good care of Rose and we're working out the details of the donations. But how can this, or any other, culture be improved?

Here are my suggestions:

• Make regular contact with your "directors of first contact." Who is the first person who will interact with a potential donor? Make sure they know who you are and you know who THEY are.
  
  The first volunteer we spoke with on site didn't really know what we were asking for. The second volunteer that we were referred to looked through the binder at the front desk and said, "I can't remember the lady's name who does this sort of thing." The third volunteer was almost protective--"Why do you want to speak to them? Can you give me more information?"
  
  Highlight a handful of key people in this role--people who are willing to participate and receive additional training. As they develop their persona of "brand ambassador" for the organization, their enthusiasm will eventually spread throughout the rest of the front line.
  
• Assume that your team isn't as comfortable interacting with donors as you might be. More often than we care to admit, our teams are terrified of our donors. Many of the staff don't know what to say or how to act around donors, mostly because they're afraid they'll say something wrong. Help your team understand their role in thanking donors, whether they are current, past or future. Provide them with regular training on how to communicate with external audiences as well, as communication skills are critical.
  
• Make sure you understand why they work for your organization. It's not just about you: what makes your colleagues tick? What are they passionate about related to your cause? If you understand that, you can help them find their own story that they can share. You can also help them relate to a donor, saying, "Our donors are excited about our organization, too."
  
• Collect donor information, even if you're not sure where the relationship will go. Especially if the donor initiated the contact. They want to start a relationship with you--at least have a way to follow up.
  
• Be a donor to your organization on a regular basis. Do a little "secret shopping." Call your main line. Find out what happens when someone asks to donate. Then use your experience to improve.

Culture of philanthropy is a challenging thing to build and maintain at any nonprofit organization. It requires a consistent investment of your time as a development professional, but you never know when a donor will not be as persistent as I am.

In memory of Rose Marie Ferris, mother, grandmother, wife and author, 1938-2013.

100 Days of Gratitude, Day 33: People who push you out of your comfort zone

CN Tower Edge Walk, Toronto, ON

"Just try it. Three bites."

We have a rule in my house when it comes to food--the three bite rule. If my son, Matthew, doesn't want to try something, which is rare since he'll eat almost anything, he has to try at least three bites. If he doesn't like it after three bites, he doesn't have to eat it. More often than not, however, he ends up liking it. Unfortunately for me, that has resulted in him liking oysters (raw and smoked), lobster, unagi (eel), toro (fatty tuna), Brillat-Savarin cheese and all sorts of other expensive foods. And some of my favorites.

Likewise, there have been people in my life who have pushed me to try stuff that I didn't want to try. For instance, in May, Jim decided he wanted to go on the CN Tower EdgeWalk, where they hook you up to a "human dog run" on the roof of the revolving restaurant at the CN Tower. At 121 stories in the air, it's the highest outdoor recreation activity in North America, so they claim.

Video highlights from the EdgeWalk

This wasn't really on my to-do list, but I reluctantly agreed to participate. AND I HAD SO MUCH FUN!

On a professional level, when I was at Wisconsin Public Television, I did NOT want to be in front of the camera. Even though I was the on-air fundraising producer and could do the pitches in my sleep, I had no desire to be on-camera talent. The development director at the time, Malcolm Brett (now General Manager), said that being on-air was a condition of my employment.

My first on-camera break, in August 1994, was awful. Truly, incredibly awful.

Malcolm came up to me and said, "Well, you got the kinks out. Your next break will be fine."

The "after": My national PBS gig pitching Downton Abbey
(l to r) Ken Verdoia, Bob Marty, Joe Campbell, me

And he was right. My next break, the red tally light came on and I was fine. Now, being on-air for public television and radio is second nature to me, and my favorite part of my job.

If it weren't for people like Malcolm, I never would have discovered something that makes me really happy. And something I happen to be kind of good at.

So today, I give thanks to people who pushed me out of my comfort zone and introduced me to new things that I ended up enjoying. And most times, it didn't take more than "three bites."

100 Days of Gratitude, Day 32: Gratitude is Contagious

We've finished the first 30 days of our 100 Days of Gratitude! It's time for some reflections on our experiences so far.

1. People still like the personal touch.
We could have done this all a lot quicker by sending emails to people or posting something on their Facebook wall, but we have purposefully selected sending handwritten notes, making phone calls, and seeing people in person. Electronic media is great for a lot of things, but when you want to communicate a personal connection and real human interaction, you still kind of need to do something else.

2. There is never a shortage of people to thank.
When Jim and I travel (which most people know is a lot), we discuss our projects. (Sometimes I wonder what we'd talk about if we weren't business colleagues!) Lately, our conversations go like this:

Jim: Did you see I'm having dinner with Paul?
Alice: Yes. Oh, and that reminds me, we're having lunch with Elta.
Jim: Great. We haven't seen her in a long time. Oh, I have to call _____.
Alice: Oh yeah, and that reminds me, I need to add _____ to the list. Let me text myself.
Jim: Did you add _____?
Alice: Oops, no. I'll do that too.
Jim: Oh, and we're behind on the blog.

You get the idea. The list continues to grow the more people we thank. That's not a bad feeling!

3. Gratitude is contagious.
After sending thank you notes to several people, I got thank you notes back! We've also been encouraged by the number of people who have also decided to embark on their own 100 days of gratitude. A little bit of time that it takes to thank someone can start a cascade of gratitude.

(I'm reminded of the old Liberty Mutual ad campaign: "Doing the Right Thing.")


via AdWorld

Whether it's been people who impacted our personal lives, professional careers, or have donated to our causes, it has been the highlight of the month to thank them for their contributions. As we continue the 100 Days of Gratitude, we welcome your comments on your own gratitude experiences on this blog, or on our Facebook page.

Thank YOU!

100 Days of Gratitude, Day 31: Honoring Granite Mountain Hotshots

Granite Mountain Interagency Hotshot Crew
photo from City of Prescott

Like so many other friends, I heard about the loss of 19 firefighters from Prescott on Facebook. At first, I was a bit skeptical. "There's no way that 19 firefighters lost their lives fighting the Yarnell fire. Those guys are really well trained. This must be a rumor," I thought.

But then the updates started coming from media sources like NPR, and given my proclivity to believe NPR (hazard of my chosen profession), I joined in the discussion. One post that struck me was from my friend, Janet, who said, "As parents of a firefighter it hits close to home. Please send them prayers in this terrible time of grief."

Living in the mountain west in a period of drought, we have been touched by many fires. A little more than three years ago, Jim took this striking video of the Schultz Pass Fire from his driveway:

Schultz Pass Fire, Father's Day 2010

It's hard to imagine seeing a fire like this, or the Yarnell Fire, and going into it instead of running away. And hotshot crews, teams of usually 20 men who have been trained for difficult wildland fires, are considered the elite. When I've seen their trucks driving down the highway on their way to the next fire, I can't help but be a little kid again--I honk my car horn and wave.

To lose even one firefighter is tragic. To lose almost an entire team is unheard of.

For those living in this region, in the wildland urban interface, fire is an ongoing and increasing risk. We all know someone who has been affected by wildland fire, whether the immediate or after effect. We rely on firefighters who not only leap into danger to protect our communities, but who also spend countless hours providing public education, conducting fire prevention activities, and doing a lot of relatively mundane tasks to keep us safe from future fires.

Even though I did not know any of these men, I honor their commitment and ultimate sacrifice to all of us and pray for their families and friends.

Related links:
Facebook page honoring the lost: https://www.facebook.com/InMemoryOfPrescottFirefightersLost6302013?fref=ts

The Granite Mountain Hotshot team was highlighted training for a situation just like this in this article posted June 25 and in the video below: For hotshot firefighting crews, training can be a matter of life and death.

Author's note: This is a little detour from the 100 Days of Gratitude, but given the situation, please forgive us. We have been progressing along with our pledge to thank someone every day for 100 days and will be posting more reflections soon.

100 Days of Gratitude, Day 13: Accidental Encounters

Mabel's on Main, Scottsdale, AZ

On a regular basis, we encounter people that we didn't expect to meet. Tonight was no exception.

We just wrapped up a successful "mini" drive at KAWC Colorado River Public Media in Yuma, Arizona. We're en route to a presentation for AFP Vancouver Island and AFP Wine Country. We had a Living Social deal for Mabel's on Main in Scottsdale, Arizona, that was good to use the night before an early morning departure.

At one point, a young man approached our table and asked to take our extra chair. Moments later, after Jim initiated a conversation, we have two new table companions, Joshua and Tiffany.

During the course of the conversation, surprisingly, we discuss commitment to nonprofits. Tiffany is an active volunteer who has been clearly raised with a volunteer ethic. She demonstrated very quickly that she was excited about the nonprofit causes that she has chosen and spoke articulately and passionately about her causes.

Joshua is about to initiate a great adventure. He is going to hike through southeast Asia and support a new business there. When we met him, he was celebrating an award winning business project with his team for his (slightly) delayed senior year at Arizona State University.

These two young people made us continue to be thankful for the next generation of philanthropists and leaders. Some in the nonprofit sector are confused and perplexed by the Millennial generation of donors and volunteers--how do we fit them into the existing model that we have for our organizations?

Our answer? Don't.

Millennial donors/volunteers/activists don't want to fit into the traditional nonprofit volunteer or donor model, These young people didn't necessarily want to serve in a traditional role on a board or committee. Here are some of our ideas about Millennial generation nonprofit contributors:

• Provide concrete ways to contribute: Tiffany saw the board of one of her organizations struggle to interpret marketing information. She said, "They were looking at all these spreadsheets, and I knew I was supposed to just observe, but I couldn't help myself when they didn't understand them. I spoke up." She knew she could contribute, so she decided to! Good for her, because I think she helped the nonprofit make a more effective decision, and was invited to serve on the board!
• Provide something immediate to do: These two are ready to experience life to the fullest and won't be bothered with meetings, bureaucracy, and "that's the way we've always done it." 
• Model behavior: Tiffany was very proud of her mother and mom's "Angie's Angels." From what she described, I don't blame her. Mom, an attorney, has demonstrated commitment to nonprofits both to her staff and to her daughter. Tiffany said that her mom's mandated days of service with her staff were an inspiration. Don't underestimate what your commitment to service may influence.

It was wonderful to meet such inspiring young people, totally by accident. We wish them luck and hope that they'll connect and keep us up to date on their accomplishments. I know they will both do great work.

100 Days of Gratitude, Day 12: The Team

Elta Foster, Alice Ferris, Jim Anderson & Tegwin Tiffany

Unless you're Kanye West or Donald Trump, you'll probably admit that you need other people to support and collaborate with you to in order to achieve your full potential.

I've been fortunate to be a part of many great teams from my undefeated High School Football team to record breaking corporate sales teams to the nonprofit organizations I serve today. But one of the most collaborative, supportive, fun and empowering teams I've ever been a part of was the Development Team at KNAU Arizona Public Radio. Together we achieved great things including producing the first, and only $1,000,000 fundraising year in the station's 30 year history.

The team begins with Elta Foster, the Membership Manager and the "foundation" of our team. Alice Ferris, ACFRE was the Development Director. She had just lost 1/2 her staff "overnight" when she hired me as Sales Manager. For about six months it was just the three of us doing the jobs of six people. That kind of challenge either brings you together or tears you apart. It cemented our relationships and they thrive to this day. Tegwin eventually joined us as Development Coordinator and Maddie (Synnott) Stansell rounded out our team as Development Assistant. Together we broke the records set before us and created new milestones. None of our accomplishments would have been possible if not for the strengths and sense of common purpose each person brought to the team.

We're taking Elta to dinner to thank her for being our "rock" and for her leadership and kindness. We're sending a care package to Colorado for Maddie and maybe we'll Skype to share "in person" how much her contributions and support empowered our success. Sadly, Tegwin is no longer with us, but we'll honor her contributions as well.

I've said before that all you need to create a successful team is cooperation and enthusiasm, but here are a few other characteristics that help create effective and highly producing teams.

Common Goals: Team members understand shared goals and agree that they are important and attainable.

Emotional Commitment: Everyone is personally invested in the success of the team and cares about their teammates' experience.

"We" Mentality: The team thinks in terms of "we," working together toward the same goals. Teams find ways to "pitch in," overcoming challenges and maximizing opportunities. It's unacceptable to say "It's not my job." Instead the question is always "How can I help?"

Specialized Skills: Individuals within the team each have unique valuable strengths and skills that they bring to each task and are recognized and valued by the team. Each has independent responsibilities that contribute to the common goals.

Clear Leadership: Leadership may change depending on projects, circumstances and events, but there are not battles for control during transitions.

Celebrations of Success: Long term goals can be draining. Strong teams find reasons to celebrate small successes in order to improve morale and provide motivation.

Thank you to the people that create teams that work. It isn't easy and takes time to mature, but when it works the end result is exponentially more than what you could have accomplished alone.

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Jim Anderson GoalBustersJim

Alice Ferris alice.ferris

100 Days of Gratitude, Day 11: The Coach

I am extremely grateful for all of the coaches in my life. These are the people who want you to succeed beyond all else. They take both pride and joy in providing guidance on how to do so. We all need coaches and the smartest among us are the people eager to find others who can coach and mentor us for success.

Alice and I interview a lot of people as we lead focus groups, feasibility studies and donor outreach efforts. It seems that nearly every one of them is a coach in some way.  They provide diverse perspectives that we may not have understood before. They reveal networks and connections that we were unaware of. They point us toward opportunities that we were oblivious to.

The easiest way to find a coach is by asking questions and being open to learn. If you want to engage a coach, you have to value their opinions and knowledge. It's important you objectively evaluate the information they provide even if it creates cognitive dissonance for you. It might be hard to embrace, but you are not always the smartest person in the room.

Dr. William J. Rugg, VP/Provost, NSU

One of the most significant Coaches in my life is Dr. William J. Rugg, Vice President of Academic Affairs, Provost at NSU. I called Dr. Rugg tonight and shared with him what his coaching has meant to me. While I was a student at Northern Arizona University, Dr. Rugg was my advisor for a time. He helped me find a path and his support and guidance were the principle empowerments that helped me earn an internship in New York with the International Radio and Television Society. That opportunity changed my life. I was one of only 2 interns hired that year. The career that followed led me to the opportunities that I enjoy today. For that, and so much more I am eternally grateful to Dr. Rugg and to Denise Rugg, his wife.

The best coaches invest in us. They've decided that "we" are worthy of their time. Time is often the most valuable thing they share with us. They invest that time working to enlighten us. When they succeed, they help open our eyes and point us toward opportunity. 

Good Coaches Provide...

• Insight about people, organizations and conditions that you don't have experience with.
• "Ah-ha moments" by connecting dots where you hadn't seen relationships.
• Connections with others who support your cause.
• Direction about how to navigate within complex communities and organizations.
• "Left Field" revelations that you were clueless about.
• Warnings about hazards to avoid and "problem children" you may have to manage.
• Clarity about "doability." They help you understand what is possible.

Thanks again to the coaches we meet each day. We appreciate you investing the time to help us learn and grow.

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Jim Anderson      GoalBustersJim

Alice Ferris      alice.ferris

100 Days of Gratitude, Day 10: The Cheerleaders

I'm grateful for all of the people who enthusiastically encourage others to do good work, congratulate them on their successes and help keep up morale when someone needs a "boost."

You can probably rattle off a quick list of the cheerleaders in your life. They are family, friends and collegues who were thrilled for you when you applied for a new job or went back to school or volunteered at your first nonprofit.

They may be that person at work that checks in on you when you're working on a project and with a few kind words and a smile, rekindles your energy when you were thinking of "taking a break" or worse, giving up.

Cheerleaders validate your strengths, wisdom and capabilitites especially in the times you struggle with frustrations and self-doubt.

Like you, I have a long list of Cheerleaders who are consistently "there" for me but I had to pick someone to be the first person I called. It was easy because Mary Black started a "cheer" for me as I was writing this blog. Mary is often the first person to cheer Alice Ferris and I on as we're working on a project, the first to applaud our performance at presentations and the first to celebrate and share our successes. I'm taking Mary out for cocktails and I'll bring along a bottle of Grey Goose for her as a "thank you" for all the support she provides us and others. 

Real cheerleaders like Mary aren't just Polyannas, that flatter you with meaningless platitudes and sweet cheerul cliches. Real cheerleaders pay attention. They understand what you are trying to accomplish, why it's important to you and the obstacles you're faced with. 

And if you fail or things don't go the way you hoped, your Cheerleaders will still be there for you. They will be the first ones that offer a hand to help you up if you stumble. They dust you off, give you a hug and then nudge you back the direction you were headed. They never doubt you for failing, they celebrate you for trying and encourage you to try again.

Sometimes these cheerleaders are people we've inspired, and often they become our inspiration. They make it easier to keep believing in ourselves. We find ourselves thinking of our cheerleaders as we take action. We see their face and anticipate their reaction as we make choices. They are constant reminders that we are not "in this" alone. Someone is invested in our success. And we won't let them down. We can't let them down.

Here's to our Cheerleaders! "GO TEAM!"

There are countless ways for you to be a Cheerleader. Here are 3 suggestions of how you can be someone's Cheerleader today.

1. Recognize someone publicly for work that they've done.
2. Encourage someone's progress on a project or goal they are working toward.
3. Praise someone for their kindness, generosity, tenacity or wisdom.

See, that was easy.

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Connect with GoalBusters     

Jim Anderson      GoalBustersJim

Alice Ferris      alice.ferris