erskine essential skills for fr half day
TRANSCRIPT
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www.markbutcherassociates.co.uk
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Good morning!
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Essential Skills for Fundraisers
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This session …
• Groundrules• Introductions • Your Aims
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www.markbutcherassociates.co.uk
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Your Aims …
Key challenges?
What do you want to take away from the next 3 days?
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• You are experts
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• You are experts• Whereas memory
is poor, imagination is great
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• You are experts• Whereas memory
is poor, imagination is great
• Not all ideas are good ideas
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Session 1:• Effective networking• Making the ask, pitching to any audienceSession 2:• Selling your cause• Using Social Media
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Networking
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“the proposal does not stand alone. It must be part of a process of planning and of research, of outreach to, and cultivation of potential foundation
and corporate donors.”
“The Foundation Center’s Guide to Proposal Writing, 3rd ed. (New York: The Foundation Center, 2001), by Jane C.Geever.
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Maximum Effectiveness
Person to person by committed peers
Committed peer to group with follow up by staff
Peer to peer, specifically targeted letter
Personalised mailing
Targeted event of function
General mailing
Leaflet drop
Minimum Effectiveness
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How many rich people
do you know?
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How many people can you influence?
1 Person
6 People
31 People
156 People
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300
X 300
90,000
X 300
27,000,000
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How trusts in the North East are linked by shared trustees
Tyneside Trust
Joicey Trust
Carr-Ellison
Tyne and Wear Foundation
Hadrian Trust
Millfield House
Brough Charitable Trust
Willan Trust
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How trusts in the North East are linked by shared trustees (2)
ManningTrust
St. Hilda’s Trust
William Leech Charity Rothley
Trust
John Bell’s Trust
ContinuationTrust
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Appeal anatomy 1: Highland Hospice
• Target: £600,000 PA Revenue plus £1,000,000 capital appeal
• Staff: One appeal fundraiser and one revenue fundraiser. Acted as secretariat/administration.
• Strategy: Chair- Chartered Accountant with links to high net worth individuals. Supported by committee to bring in contacts, organise events and ask for money. Each committee member had a ‘sphere of influence’. Research showed 300 trusts- lists were circulated to committee members.
• Outcomes: Raised £243,000 from trusts and £46,000 from companies in 21 months. 52 personal introductions/letters of support from committee members produced 65% of positive responses and raised £157,450.
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Champions
• Church
• Celebrity
• Local Politics
• Statutory authorities
• Customers/users
• Academe
• Business
• Media
• Expert NGO’s
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• Prince Charles• Reception 80 guests• £75,000 to restore
Cotswold canals
Waterways Trust
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How do you become friends with the rich and powerful?
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Become friends with EVERYONE
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The Great Persuaders
• George W Bush• Abe Lincoln• Archie Brown• Des Bustard
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Not about asking for money
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Building Rapport
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How your subconscious is really in charge
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What we’ll cover
• How people communicate
• How to make people feel good
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Rapport is like money: it increases in importance when you do not have it, and when
you do have it, a lot of opportunities appear
Genie Z Laborde; ‘Influencing With Integrity’
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“Rapport is POWER. With it you can get things done you can’t get done any
other way.”
Tony Robbins
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Two Types of Communication
Verbal
Non-verbal
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3 Ways to Connect
what you say
how you say it
what you look like when you say it
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The Merhabian Circle
Words
Tone
Body Language
55%
38%
7%
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‘All that matters is delivery, delivery, delivery’
Demosthenes 384-322 BC
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Important researchers into communication
• Charles Darwin
• Albert Mehrabian
• R L Birdwhistell
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Anthropologist Ray Birdwhistell
• We use almost 1,000,000 non verbal signals and cues
• The average person speaks for 10 minutes a day
• The average sentence lasts 2.5 seconds• We use and recognise 250,000 facial
expressions
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Hysteria Idiocy Innocence
ShockObstinacy
Anger Love
InterestSadness
ReliefDisdain
Surprise Mischief Surprise
Happiness
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Body Language
Is Overpowering
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“No, honestly – I find your proposal fascinating”
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Nixon v Kennedy 1960
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UCLA, home of Professor
Mehrabian
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How does this help you influence?
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m b a
What’s going on …?
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m b a
What’s going on …?
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m b aHigh Performance Capacity Building
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Using your palm to influence others
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Using your palm to influence others
… The Newcastle Way
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Submissive and Aggressive Palm Gestures
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Taking Control
Giving Control
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m b a
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Time for a chat
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N.L.P.
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What is it?
• A model of how we communicate with ourselves and others
• A study of how the use of language directs thinking
• The study of the link between, mind, body, feeling, expression and behaviour
• The study of the structure of subjective experience
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My model of the World is different from yours
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Three Key Input Channels
• Visual• Auditory• Kinesthetic
Use their favoured channel
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The person with the most variation, and flexibility of behaviour is the person who will most positively impact on the outcome of a
situation
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Visual
• Lots of gestures• Talks quickly, sometimes hardly stopping• Varied inflection • Looks up to think• Can jump from subject to subject• Happy to be interrupted• Makes quick decisions
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Auditory
• Hold themselves still• Talk with measured pace• Flat inflection pattern• Look sideways to think or check info• Need to finish what they say before stopping• Hate being interrupted• Need to think things through before making
decisions
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Kinesthetic
• Laid back• Talks slowly, often with long silences• Low pitch• Looks down to think and check info• Gets annoyed when people finish their
sentences• Makes well considered decisions after much
contemplation
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Visual AuditoryKinesthetic
Image Clear-cut Defined Perspective Scope Panorama See Observe Focus Outlook Inspect Glimpse Illustrate Demarcate Paint Cloud Graphic Show Reveal Expose Illuminate Picture
Tune Note Ring Tone Listen Mute Chime in Sound Hear Click Recite Static Chord Voice Alarm Say Muffle Tell Resonate Shout
Touch Handle Throw Shock Brush Blow Clash Strike Press Grope Pound Impact Stroke Sharpen Irritate Tickle Feel Move Shape Bounce Examine Toy with
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Which is your preference?
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Commonality
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Milton Erickson
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Mirroring:
The matching of certain behaviours of the other
person
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Body Language = Visual
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Movement
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Posture
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I rest my case!
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Volume
Pitch
Tone
Tempo
Rhythm
High
Low
Fast
Slow
Voice = Auditory
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A
B
C
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Touch
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Personal Space
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Breathing
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Process:Identify your preference
Train yourself to notice
Practice switching on word sets
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The Values Spectrum
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Towards Away from
•Drive•Goals•Positive energy•Gung Ho•Poor finisher
•Risk assessor•Safety first•Overly cautious•Negative thinker•Choices are based on avoidance rather than desire
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Options/Freedom Procedures
•You like a wide choice•Explores options•Happy to test and break rules•May procrastinate
•Efficient•Methodical•Job’s worth•Inflexible
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In time Through time
•Fully in the moment•Concentrates on tasks•Emotionally and mentally ‘there’ for people•Often late•Too involved in too much
•Good planner•Good time keeper•Making lists more important than the tasks!•Not ‘in the moment’
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Internal frame of reference External frame of reference
•Self motivating•Will disregard good advice from others
•Will respond to praise and/or criticism•Can appear needy•Indecisive if no external feedback
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Self focus Others focus
•Self sufficient•Doesn’t get entangled in others’ problems•May be perceived as arrogant or uncaring
•Good team player•Stressed•Unpredictable (bases decisions on what others think or how they react)•Welfare of team more important than the job
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Detail Global
•Spots mistakes•Likes big documents•Can get bogged down in detail•May be seen as pedantic•Loses sight of overall purpose
•Good strategist•Can generate big ideas•Misses things•Tunes out details•Too many ideas, not enough execution
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Feeling Thinking
•Takes people’s feelings in account•Can get emotional
•Sound decisions based on facts and logic•Can appear cold and unfeeling•May not consider the feelings of others before speaking or acting
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Sameness Difference
•Likes repetition•Can be seen as unadventurous
•Happy to try new things•Gets bored easily•Fixes things that aren’t broken
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“Mismatching of intrinsic values is a common cause of misunderstanding, stress and conflict in life”
Molden and Hutchinson (Brilliant NLP)
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Selling your Cause
• The Pitch• Social Media
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The Structure of the Pitch
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Logic Model or Theory of Change
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Logic Model or Theory of Change
Input Output Outcome Impact
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Lawnmowers Independent Theatre Company
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Logic Model for Lawnmowers
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Logic Model for Lawnmowers
Money, Staff, Equipment, Premises, Transport
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Logic Model for Lawnmowers
Money, Staff, Equipment, Premises, Transport
Theatre for Change, Schools for Fools, Beat This
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Logic Model for Lawnmowers
Money, Staff, Equipment, Premises, Transport
Confidence, Skills, Joy, Purpose
Theatre for Change, Schools for Fools, Beat This
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Logic Model for Lawnmowers
Money, Staff, Equipment, Premises, Transport
Connection, Engagement, Visibility, Acceptance
Confidence, Skills, Joy, Purpose
Theatre for Change, Schools for Fools, Beat This
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But the way to talk about it is …
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Social Media Fundraising
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+
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+ =
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The key issues
1. Setting clear objectives2. Avoiding common errors3. Creating engaging content4. Tracking, measuring and
controlling5. Building your skill base
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Establish measurable goals
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Targets
• Mentions• Posts• Clicks• Donations received• People and groups
thanked
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ENGAGING CONTENT“One of the best ways for a non profit to stand out from the crowd is to stop acting like a monolithic organisation and start acting like a group of passionate people with a shared vision and set of goals”
KIVI LEROUX MILLER – U.S. MARKETING CONSULTANT
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It must be integrated
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Degree of Integration
Not at all Not very Integrated Very Integrated
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Oops!
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Better Practice – Engage Your Community
• Tell Stories• Get quotes from friends and family• Report on corporate partnerships• Interview fundraisers and get them to explain
their motivation• Let new team members express how excited they
are• Your volunteer becomes a Great Grand Parent –
tell the World!
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• A local busker raises money for you• Pets as Therapy Dogs are booked in for the
afternoon• Gladys retires after 30 years with you
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For its annual ‘Midnight Walk’, St Oswald’s Hospice created themed conversations …
• Favourite midnight snack?• Favourite song about Midnight and (crucially)
why?
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Don’t announce a trek – ask people where’s the best place to go?
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• How engaging the post is (i.e. attracts a lot of comment or likes)
• How engaged you are with the particular person
• How old the post is
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• So you must post interesting stuff• And do this regularly• And respond directly to any one who likes or
comments
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Immediate and Live
• People love to be included in the action – even if they can’t be there
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Be Disciplined
• Have a fixed schedule• Post 2 or 3 times per week• Use a 3 to 1 ratio• Regularly monitor for comments• Get into a routine
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Equivalent to …
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That’s ‘how many put the flyer in their pocket’
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Equivalent to ….
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If your post doesn’t perform …
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Ask … ‘right time’?
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Ask ‘have we got the 3/1 balance right’?
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Ask ‘Is our copy sufficiently engaging’?
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Ask ‘do we need better images’?
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Best Time to Post
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Best day to post
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Most effective frequency
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Length of Posts
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Ask questions
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Our lottery Jackpot is …
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OR
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How would YOU spend a grand?
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The data will tell you how people tend to communicate with your page
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If they are on the move …
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Facebook adverts
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Case study – force for good?
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Case Study 2
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Case Study – Not so good!
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Dangers
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Stay Ahead of the Curve!
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The danger
posed by a ‘loose tweet’
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Loose Lips!
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You Tube and Flickr
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Volunteers
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Reasons Volunteers Quit
• 1. A sense that their service is not valuable.• 2. A sense that they are not viewed as a person, only as a
"worker."• 3. A sense that their contribution is not as valid as others.• 4. A lack of community.• 5. A lack of connection with a bigger purpose.• 6. Poor leadership and management.• 7. Poor communication/direction.• 8. Lack of appreciation.• 9. Failure to recognize them as a donor.• 10. Lack of development of them as a person.
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• Training.“If it is important enough to do, it’s important enough to train volunteers in how to do it!”
• Affirmation.“We often forget that people need to know that they matter more than what they do.”
• Feedback.“Authentic, love-based feedback does much to develop servants into strong leaders.”
• Evaluation. ‘The outcome remains just as important”• Recognition.“Recognition acknowledges people for what they
do.”• Reflection.“What did you learn about yourself? People decide in
the reflection whether they will do this again and if they will let it change their lives.”
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The Volunteer Functions Inventory
• 6 Motivations• Each with 5 Reasons• Volunteers are asked to rank the reasons in
order of preference
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Social
1. My friends volunteer2. People I'm close to volunteer3. People I know share an interest in
community service4. Others with whom I am close place a high
value on community5. Volunteering is an important activity to the
people I know best.
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Values
1. I am concerned about those less fortunate than myself
2. I am genuinely concerned about the particular group I am serving
3. I feel compassion toward people in need4. I feel it is important to help others5. I can do something for a cause that is
important to me.
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Career
1. Volunteering can help me get my foot in the door at a place where I would like to work
2. I can make new contacts that might help my business or career
3. Volunteering allows me to explore different career options
4. Volunteering will help me succeed in my chosen profession
5. Volunteering will look good on my CV.
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Understanding
1. I can learn more about the cause for which I am working.
2. Volunteering allows me to gain a new perspective on things.
3. Volunteering lets me learn through direct hands-on experience.
4. I can learn how to deal with a variety of people.
5. I can explore my own strengths
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Protective
1. Doing volunteer work relieves me of some of the guilt over being more fortunate than others
2. Volunteering helps me work through my own personal problems.
3. Volunteering is a good escape from my own troubles.
4. No matter how bad I've been feeling, volunteering helps me to forget
5. By volunteering I feel less lonely
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Esteem
1. Volunteering makes me feel important.2. Volunteering increases my self-esteem.3. Volunteering makes me feel better about
myself.4. Volunteering is a way to make new friends.5. Volunteering makes me feel needed
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Recruitment
• Consider the values, aspirations, beliefs and circumstances of your target audience
• Extrapolate their most likely motivations. Administer the VFI.
• Tailor Persuasive messages.
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Tailor a pitch
• Older, retired people• Students• Church goers• Professional people