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.

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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.

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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.

For-profit and nonprofit businesses: are we all the same?

Are nonprofit organizations any different from for-profit businesses?

For years, many professionals have encouraged us to think about nonprofit organizations just like you would a "regular" business.

I agree...to a point.

The easiest delineation between the two business types is that for-profit businesses distribute profits to shareholders, while nonprofit businesses reinvest profits in the mission of the organization. Nonprofit organizations definitely need to understand their "product," follow sound financial and operational practices, and all companies, regardless of classification, need to generate a profit to preserve long-term sustainability and the success of its purpose.

But when the bottom falls out, I expect something different from nonprofit organizations.

Recently, a nonprofit organization that I have been deeply involved with as a volunteer for almost 20 years, made business decisions that I have a hard time understanding. Ten people, several of whom I count as friends, who provided exemplary service and supreme dedication, were let go with less than a day's notice. They received calls in the morning and by the end of the day, they were unemployed.

I'm sure there are facts I don't know. And I'm told that this is the way it is done. This is “normal business practice” nowadays.

I've seen this happen at more than one nonprofit organization, and it makes me angry.

The line between nonprofit and for-profit companies is more blurry every day. With companies like TOMS, Warby Parker, and many others, it's becoming harder to tell which is a for-profit and which is a nonprofit. For many consumers, it doesn't really matter. I get that.

For better or worse, the nonprofit sector has traditionally claimed the high ground of being morally superior to our for-profit brethren. Not only does the mission come first, but we also care for our team. We're more humane. We're collaborative. We're “family.”

Business practices that treat employees as disposable leave us with little to differentiate ourselves from the traditional for-profit sector. So we might as well go to “the other side” and make more money. Or better yet, work for a hybrid corporation like TOMS.

I could be making more money. I probably should be making more money. But instead of becoming an accountant, or something else, I chose fundraising. I chose to work with small nonprofits. I chose to pour my heart, soul, time and money into the philanthropic sector. And increasingly, I am disappointed in business practices of organizations that purport to be the leaders in the sector.

Alexis de Tocqueville's Democracy in America is often quoted in reference to philanthropy. Tocqueville writes this on associations in the US:

"In the United States, as soon as several inhabitants have taken an opinion or an idea they wish to promote in society, they seek each other out and unite together....From that moment, they are no longer isolated but have become a power seen from afar whose activities serve as an example and whose words are heeded."

When we come together, when we have shared values as a group, we have the power to change society. We have the power to treat people with dignity. We serve as an example to others of how to work with respect for one another. Things that the charitable sector has historically had at its core.

In an effort to make the nonprofit sector "more like a business," I hope that we have not forgotten that the word “philanthropy” means “love of your fellow man.”

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This blog first appeared on the GoalBusters Blog and reflects the personal opinions of Alice Ferris. But Jim Anderson probably agrees, since we both wrote the GoalBusters manifesto that outlines our values.

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."

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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.

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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