Not for Profit

Anyone working in the social/not for profit sector knows the mounting challenges as scrutiny and regulations increase with consistency and speed.

The internet has increased the number of opportunities for giving. Some offer local information, some national or regional, rating your organization on a number of categories related to gift giving and usage. They might also document grants received and completed, positive and negative anecdotal accountings. Many are snap shots of specific moments in time. All have the ability, however, to greatly influence consumer’s perceptions and beliefs about any specific service organization.

Something to consider:

  • Our current Administration has volunteerism in the forefront. How can social sector/not for profit agencies maintain compassion, caring, the technical edge and also be profitable?

The answer lies in going beyond standard measurements of success and balanced scorecards. It also goes beyond exalting your very valuable vision. While these types of initiatives are important, you can be no better than the energy, creativity and commitment of the people implementing the programs. The social/not for profit sector is not manufacturing or retail. The only true way that the social sector has to gain customers is by creating loyalty by improving the donors, employees, recipients, individuals’, and guest’s experience. This can only be done one contact at a time by your loyal and engaged employees.

Competence and courtesy only satisfy; it is compassion that drives your internal customers in the social sector to be loyal. You cannot regulate compassion for your employees, however, we can stop throwing barriers to the good people who went in search of a career to help others, and often got side tracked, or knocked down along the way.

Key data:

According to Giving USA, 76 % of donations to not for profit organizations come from individuals. Creating loyalty amongst your donors stabilizaes the organizations financial foundation.

The answer is not difficult, however, it does require all employees to pay attention to the plan and support the implementation with their strengths. It is the divisional leaders, managers, supervisors and team leader’s responsibility to get the buy in.

Customer/donor loyalty is a distinct strategic advantage for the social/not for profit sector. It begins with identifying and adopting internal and external customer/donor loyalty as a strategy. This strategy requires simultaneously managing and developing internal and external customer loyalty.  Those that do, have a much higher likelihood of achieving measurable success.

The Aspire Advantage:

Aspire works with not for profit and social sector organizations to develop and align strategy, leadership systems (people) and operating systems (processes) for sustained success.