Recently, I’ve had some very honest and candid chats with some national non-profit leaders about the future of fundraising. Simultaneously, I’ve been talking with local franchise owners about the greatest challenges they face — regarding everything from communications to operations.
As it turns out, their challenges and struggles echoed each other. Be it easing cultural tensions, improving communication, encouraging mission alignment, or fostering consistency, many of the same issues keep them up at night. Between the two segments, I’ve distilled some parallels and will outline here five key lessons that local franchise owners can learn from national non-profit leaders.
1. Everyone can fund raise, but not everyone is a fundraiser.
To be a skilled fundraiser takes training and practice. Just because someone has the desire to go out and raise money, does not ensure they will be successful. Even if they are successful, it doesn’t guarantee that the success will be sustainable. Instead, train your people for the skills you need. Training should happen every time someone joins, but should also be on-going. Teaching the skills needed enables both success and sustainability.
2. It’s critical to connect people to your mission.
For non-profits, connecting people to their mission is the key to keeping the lights on. When individuals and corporations believe what you’re doing matters, then they show their support through donations and gifts. However, as more and more non-profits develop and ask for donations, the mission becomes a critical differentiator between them and their competition. Likewise, as the number of businesses increase and therefor competition, why you do what you do becomes as important as how you do it or what you offer. Know your mission, live your mission, and clearly communicate your mission so others can align with you.
3. Plan on people making it personal.
The more people invest in something, the more it matters to them. This investment could be time, money or both. Whether it’s the woman who dedicates hours volunteering for a cause because she or a family member is affected by a disease, or the husband and wife team who poured their retirement savings into buying into a franchise store. When it matters, it becomes personal. Channeling this passion can be an organization’s greatest challenge. To do so, give people a chance to express themselves. Listen as they express their concerns or share their ideas. Empower people to use their passions and motivations in creative ways. Give them a platform and the support needed to plan their Do-It-Yourself fundraiser, or design their own local marketing outreach. Yet, be clear and direct in policies and procedures so they know where the boundaries are.
4. Think global, act local.
The best executives always remember that for both non-profits and franchises, many of the most critical decisions happen quickly and at the local level. It’s easy to fall back on the national name recognition and forget about how stressful the small business environment can be. It’s tough! But, always remember to prioritize your goals, and work toward reaching one goal before moving on to the rest.
5. Incentivize initiative and show your appreciation.
Above all else, remember to say thank you. Be it volunteers or franchisees, expressing your gratitude matters. And it’s usually the little things that mean the most. A coffee mug filled with chocolates, a t-shirt with a note, these small things let the individual know that their hard work is noticed and appreciated. You can even set incentive levels to reward good work along the way. However, be weary of saying thanks with things. If you go too far and give someone too nice of a gift, it makes the whole experience transactional, cheapens it, and demotivates. Instead to motivate employees, thank then sincerely and frequently with small, appropriately sized gifts.
Though I never recognized it, the similarities between the national non-profit and the franchise business models are striking. Both have a national brand supported by local factions, yet, though connected by name, these chapters or stores often operate independently. So, it makes sense that they share similar struggles. All of these listed takeaways represent real organizational challenges for both non-profits and franchise businesses. They are all primarily people concerns and every organization will benefit from realizing it’s living, breathing, human value.