I was sent an article by a client recently (thank you Patti) that still has me thinking.

It was written by Shawn Parr for Fast Company and titled “Culture Eats Strategy for Lunch” http://www.fastcompany.com/1810674/culture-eats-strategy-for-lunch. It’s a terrific evaluation and description of what it takes to develop culture. Workplace culture that is. And further, a happy, vibrant, robust, thriving (someone stop me…) workplace culture. Parr illustrates the tangible benefits that can be derived (or lost) through culture-building by referring to brands who have triumphed in this arena (think Whole Foods and Zappos) to those who were conversely destroyed by it (think American Apparel). It is an inspiring read, and I’m buying into nearly everything he has to say, except there’s one small element that I can’t resolve neatly … can an organization ever be sufficiently aware of its own culture while living in it?

Let me explain (and digress a bit). We’ve all experienced that phenomenon of entering someone else’s home and taking in an immediate scent – a sort of olfactory tapestry of who they are – what they cook, their perfume, their animals, you name it – all the things that constitute a life and infuse a dwelling. As much as this awareness is evident to the outsider, it is rarely, if ever, perceived by the insider.

So as a consultant who is brought into the workplace to initiate change, I’m intrigued. We’re usually told by many perspective clients that they are “ready” to change their culture, to become more skilled in their fundraising, and yes, while they know it isn’t embraced today, it needs to be – yesterday in fact. Only to find, months down the line, that they’ve honestly underestimated the internal resistance. The complexity. The apathy. The deep, residual baggage sitting in the lobby. The culture they were unaware existed and so were unprepared to address.

And others flourish. When we challenge their perceptions of ease, slow down their need for fast paced results, and tell them that their culture may not be as ready as they’d like, they pause. They are willing to admit to what they don’t know; they are eager to participate and learn right along with us; and they are able to accept and be patient as we immerse ourselves in their workplace home – filled with an amalgamation of history, people, opinions and perspectives.

That elusive, and often imperceptible, scent of culture.

I’ve been trying out all of mine these past twenty-four days, like the new pair of shoes I bought on impulse last weekend that are a just a smidge too tight. I made three resolutions that I felt were imperative; another three that were lofty; and a final one that I threw in at the random encouragement of my therapist. Here’s what I’m finding out about myself: not only can I not do it all, I really have no business trying in the first place. Eating fewer whites? Making my bed each day? Reading one more paper daily? So formulaic. “White picket fence” goals as I call them. Good for window-dressing, but really inconsequential to the things that matter. Conversely, the other resolutions seem more related to the pursuit of my overall life goals – like getting back to my daily routine of waking up by 5am to work on the things that don’t make it as often as I would like into my workaday, such as keeping on top of what’s happening in our industry, writing and providing an extra 30 minutes or more of guidance to my staff and our clients. (Plus, sleep is overrated, especially if your mind doesn’t turn off easily.)

What does this have to do with philanthropy? As you would expect, a lot. Many of our clients started out the year with a loooong, impressive list of 2012 goals — so many that now, only three weeks later, we’re overwhelmed and under-producing. It can be paralyzing trying to do too much. And it really doesn’t do anyone any good in the end. Pick the most important initiatives that will further your overall fundraising goals. ACT! Ask yourself — is what you’ve written down and are planning to measure truly going to produce more revenue? And if it isn’t, just be sure you can justify why it supports the vision. (There are many good reasons why we should have tertiary goals — just don’t have so many that you don’t have time to focus on what really matters).

After all, as much as I’d like to blame my unmade bed, it is a sorry scapegoat for what is keeping me from achieving my important goals in life. We all know what we’re not doing. Now let’s get to work —- 168 hours and counting.

The reality is life gets in the way; the chaos of running a non-profit, the pull of a full-time paid job for the board member. Soon, we barely know one another. Next we start to get snippy. Our non-profit is annoyed that new board member XYZ rarely comes to meetings, hasn’t made their donation this year, and that big company they work for, well, they just underwrote another charity’s event. Unbelievable, they serve on this board! And then the arrangement begins to disentigrate for the new board member XYZ as well; there’s no love, no attention, just letters requesting money and emails requesting time.

A sad, tragic love story. The demise of an arranged relationship. Yuck, just typing that felt boring. There is something incongruent with our quest for more spontaneous partnerships. We like and gravitate towards those kinetic and informal relationships – new people sharing common vision, resources and creativity around ideas and issues. Now we’re talking – that’s fun.

Here’s the thing … even though arranged, we can (and should) create the same in our relationship with our board members. In those organizations where we see great growth in mission and fund development success, we see partnerships that are as spontaneous as they are systematic. It’s time to set a schedule to meet — face-to-face — with each of our board members and really get to know them, and understand how they desire to relate and assist your mission. Assume nothing and please don’t go about doing this over the phone or via an email – it’s going to take a breakfast or a lunch (and board members, please pay the tab).

1. The giving community has been giving smaller, let’s call them “introductory” gifts, for sometime now. And this trend isn’t reversing. We’re still giving on average the same, if not more money, nationally (and personally) but in smaller increments, with less commitment over time but (here’s the fun part) with more strings attached. We’re in the business of earning our donor’s attention and loyalty. Those of us with good communication skills (and manners) and active stewardship plans and programs will do fine, and those small gifts will grow larger each and every year. Not to worry…but stay the course.

2. Don’t just pursue and reward the “usual suspects” or donors who make the society page and annual giving lists of other high-profile organizations. There is a lot of charitable money out there changing hands. Let your competitors court the big guys (who are not parting with their funds readily right now by the way — there’s that small wrinkle called the Euro Zone — it has been all the talk at the holiday cocktail parties and will undoubtedly result in high-capacity donors making fewer long-term pledges). You seek out those admirers who are really into what you do and who you are. There are plenty.

If you’re smart, and enthusiastically acknowledge all gifts, big and small, placing a genuine emphasis on welcoming new donors, and inviting them in, you will yield great returns. ACT! Get your recognition letters freshened up for 2012, put a Stewardship plan in place if you don’t already have one, and start setting your sights on those small gifts, the ones that are actually filled with something important (and that cousin Billy will regret not snagging first).

Yours in Giving,

Aly