In lieu of an abstract, here is a brief excerpt of the content:

After the Event No verbal abuse was too strong for her to direct at staff or volunteers. The highly placed officer of the nonprofit organization didn’t really care who was offended. This officer even boasted of her lack of tact. A small corps of people seemed to gain personal benefit in the organization under her shadow, but others were demonized. Staff or volunteers who did anything the officer didn’t like became the subject of attack. In any conversation she was all knowing. Anyone with real knowledge quickly learned to shut up. She knew just enough to sound like she knew what she was talking about, until you listened long enough to realize she really didn’t. None of that may have mattered if it wasn’t that this officer also drove away volunteers, donors, and staff. How much her inappropriate actions cost the organization in lost volunteers and investment in staff is hard to say. It’s hard to believe some organizations tolerate such toxic influences, but they do. This is not a story about one person. In my time serving nonprofit organizations , I have met several of these venomous people. They have been shes and hes, officers, spouses of officers , and members of the board. Such people persist in influencing nonprofit organizations because the leadership of nonprofits often function much like a family, with members establishing close, long-term relationships with each other. Families tolerate, forgive, and often turn a blind eye to their dysfunctional members. Many nonprofit organizations do, too, large, small, and in between . Situations, as described, can affect event fundraising because the competently functioning volunteers and staff who plan and host an event must perform competently as a team. Unfortunately, these are the people often most affected by the host organization’s dysfunctional members if left unchecked by the organization’s 23 250 ParT 5: honing To a Fine edge they receive. at that point they may see differential treatment as unfair; thus, they feel undervalued. the organization leadership needs to be sensitive to the unpredictability of human feelings. it takes little added effort to be inclusive, consistent, and sensitive to the emotional nature of people when delivering praise. at the conclusion of an event, volunteer and staff workers’ emotions may be running high, and some people will not be ready for an objective analysis of results, especially if there were problems with the event. Care needs to be taken at that point to ensure that all workers receive equal praise and supportive comments. it is not a time for criticism. a few illtimed statements at the end of an event by an organization officer or executive staff can make finding help for the next event nearly impossible. it may be necessary to dissect the event to provide insight on how to do it better next time, but that should come days or weeks later. donors of merchandise, services, underwriting , and sponsorships must also be recognized and thanked. the level of recognition can vary as desired , based on value or amount of contribution. differential praise is regularly given, for example, when a host organization creates levels of sponsorship , with differential benefits based on the level of giving. Benefits or recognition should be based on an objective measure (e.g., the dollar amount of support ) that donors will accept as a valid basis for differential recognition. Contributors by means of buying auction items can also be tracked objectively. these contributors can be thanked in a differential fashion if desired, based on the amount spent during the event. one organization created a special “patron’s Club” for auction buyers who spent more than $10,000 at auction. Members of the club received entrance to a special event lounge, exclusive promotions, and more. they could renew membership from year to year simply by spending $10,000 at the annual convention’s auctions . people who spent less at the auctions may have contributed a significant amount of money during the event, but if total spending did not amount to $10,000, they were not allowed in the club. the challenge to organization leadership is to leadership. Generally, the most constructively functional people in any organization are the most adversely affected by destructively dysfunctional leadership. PeoPle who give TiMe, money, or services to an auction event are committed to the organization and its cause. these staff and volunteer event planners and workers deserve respect, recognition, thanks, and all the support an organization can muster to ensure their lives have...

Share