 Thank you to the fundraising academy cause selling education for underwriting these fry yay ask and answered. And we of course want to say thank you to our presenting sponsors which include blooming your part time controller fundraising academy nonprofit nerd American nonprofit staffing boutique the nonprofit thought leader and the nonprofit atlas so thank you to these companies that continue keeping our airwaves going and growing marching towards our 500th episode and Julia Patrick of course is here Julia is the CEO of the American nonprofit academy. I'm Jarrett ransom your nonprofit nerd and the two of us are here to co host and answer your questions so we're excited. We're very excited and before we get going. I would like our executive producer Kevin pace to pop in. Hey, Kevin you there dude. Good morning. Okay, I've got to be questioned for you. Can we make a certain announcement that we weren't really supposed to make. Let's do it. Go ahead. Okay. Okay. We have to get a man to give us permission. Whoo. That's a bad thing. Now you want to share it. Go ahead. You know, I'm really excited and I got to say this is not anything that I did. I know Jared that you've been pushing for this but this is really something that our executive producer Kevin paces but a lot of energy into and it blows my mind. He is taking all our technology of our of our broadcasts and putting it into a podcast. Now, as you know we've been talking about this we have nearly 500 episodes. We're not going back and doing all 500 episodes, but we started in the last couple weeks, taking our daily shows and putting them into this technology so wherever you are consuming your podcasts you're streaming. You can find us now. You know how Jared you always say, speak into your smart TV remote and we'll be on the sofa next to you practically. Yes, that's where we are now a podcast. Oh yeah, we can go to the gym with you we can go on vacation with you we can go on your walk we can, you know when you're walking your dog. Any of that so wherever you stream your podcast. Apple Spotify I heart radio, all of the good things you will now see the nonprofit show there so several of our top episodes from the years have already made it to the channel and then now just like Julia talks about you don't just make one meal when you reuse it and make another meal. So here we are right repurposing and repackaging our broadcast into a podcast for you as well so check that out and there's just more ways, more ways to tune in. It's really fun and I do want to say you know thank you to Kevin, we give him a lot of crapola. On the show and off the show, but you know what he cranked it up and figured this out. And it's really, really exciting so thank you. Thank you to Kevin and in all of his hard work, so that Jared and I really could even get more people involved so really press that he squeezed that in between a cycling and his Pilates classes, able to make this work. So, good job. Great job. He's going to cut us off. Because he controls that. So, but here we are so let's move into our questions of course Julia Patrick and Jared. And I'm going to read this one aloud so Jenelle from Cincinnati. I am wanting to move up a level in my career, my question is this, should I advocate for a specific title, one that is not really being used in my organization, or navigate more money. There is a part of me that says if I have a stronger sounding title, it will be better for me in the long run. Jenelle, you know what, I feel like this is a question that women ask, and that men don't ask as much. And I feel, and I don't know what you think Jared but I'm kind of on my high horse today. A feminine love power, but you know, I think a lot of times in the workforce and in the nonprofit sector, we pass out job titles, instead of money. That we sometimes confuse a promotion with this. And so sometimes it's really easy to feel like we're moving up the ladder because we have a more important job title but we do not advocate for ourselves for compensation, as we should. So my concern would be that don't, you know, don't confuse these two things. And yeah, try and figure out what would be. If you don't have an organization that can do this for you, try and figure out perhaps a revised job description with a title and things of that nature, but don't let compensation go on the wayside by the wayside. I don't know, Jared, what do you think you know that's a great answer so as I read this again Jenelle, you're wanting to move up a level in your career so wherever you are you're interested in moving to that next higher level. And you're asking if you should advocate for a specific title. And so my question there is, is there a reasonable next step that currently exist in your organization so let's say you are a communications manager and you want to be the communications director right does that exist. So I think that's your next best, you know, move, and then also looking at, you know, navigating more money and I love what you said Julia, do not separate these two right like they really can be done. So it could be done passively it could also be done separately but I really think you know to your point Julia it's not either or I think it can be both. What I have seen absolutely in the nonprofit sector, predominantly is a title is very coveted. People really want to have X, Y and Z title because it looks better on their resume on LinkedIn. They also think that, you know, for a career move, perhaps you leave the organization you're at that will look better to another perspective organization. I cannot deny that that is probably accurate. And I think that that is one reason why we covet our titles in the nonprofit sector. So much but I also know to be true that often the titles are very glorified right and so it's like, it's that and all other duties as assigned, there's a lot of all other duties as assigned so often it's it's kind of that glorified. But I am a huge advocate proponent for, you know, the compensation so what I always recommend is you take a look at your current job description. Where are you meeting and exceeding in these responsibilities and we're talking about quantifiable metrics right you really want to say, for instance, communications manager perhaps you have increased the, you know, certain metrics and communications by X% so you want to be very specific. And then I would also, you know, take a look to see what the market is bearing in your community for that title and that position and responsibility. So a little bit of hodgepodge of I think what needs to come in there, but I would absolutely advocate with facts. So I would share with your supervisor that you are interested in moving up a career and ask them how you can best align yourself to be able to do that. I love that you said that because you are right. We need to share that that drive. And I, and we don't do that enough. You know, I think we wait for some of you, and we say this phrase all the time tap us on the shoulder. And we need to be tapping ourselves on the shoulder and the forehead, you know, and saying, right here, I'm ready to go, because not everybody is ready to go. There are a lot of folks that are like, hey, I'm juggling too many other things on the outside or this is where I want to be this is the level. I'm performing it where I can be or, you know, so yeah, you know, good job. I mean, I say we need more people like this. And it's really, really important to understand that. So, yeah, team. I have to comment because one of our one of our viewers and thank you for joining us today. I'm glad that you can mentioned that the nonprofit nerd is a great title. It suits, it suits you. And of course, you know, we identify with these titles so really, you know, there's project manager, I will tell you Janelle, I propose that kind of special projects manager when I was an employee in an organization that did not exist. And I was really becoming kind of that catch all for special projects. Yeah. So that might be something again worth considering but right we really do tend to identify with our titles. We can do and that's okay, you know, that's okay. Okay, let's go on to our next one now you know how I get all excited name with health questions. Yes, and I got a man up on this or witness up. You know, sometimes I take off the names, because I think that we want to protect our viewers and so but this one came in with the request for name with help. I've been corrected by my CEO that I should not use the word sales when talking about our work in fundraising and development. The more I'm doing development, the more I think it is sales. Am I missing something. This is so interesting. Well, so let me jump in here because if you look at our sponsor for today or underwriter right fundraising Academy cause selling education is right there in the title. So, name without a Miami, I, I hear you, I see you, I know that this is controversy. What I would encourage you to do is really focus on that relationship building because that is actually what cause selling education is. And are there similarities. Absolutely you are. I think it is, you are selling a mission you are selling a cause you are selling. You know, something to help a community problem, but you're really investing in relationships and you're investing in transformational change. And so how you use your language the vernacular that you choose. I think should really draw down to that relationship and the investment, maybe not the selling if that is really what's, you know, throwing your supervisor or whomever off a bit. I've worked with so many CEOs that say, I hate fundraising. I don't want to fundraise. That's not what we're here to do and I sit but I beg to differ because you are fundraising right you are building relationships that are making significant transformational change in and around your community for your mission. So again, look at fundraising Academy cause selling education. I don't know, toss that out to your CEO and see what they see how they see the similarities. You know it's so interesting. It's such a tragedy that this concept even comes up because, you know, we sell ourselves every day we get out of bed. You know we sell ourselves to get good grades to get more food to get noticed. I mean, this is a process that we do. We have to sell our missions in our community so that we can get funding to to your point. We save this number all the time but 1.8 million nonprofits in the United States alone. And holy moly if we don't, you know, if we don't sell ourselves, those donors are going to other places so I don't know man, name with help. I feel like this is a Herculean task is it sounds to me like your CEO is missing a big, a big part and not it's not just a word. It's not just a word it's it seems to me like it's a bigger issue. I don't know. I'd focus on that relationship. You're right. You're right. Wow. Okay, well let's go to our next question. We're looking at some training for our staff. This is particularly in the area of educating our team to be more service oriented with our clients. Okay, this is interesting. Do you think you can achieve this with an online presentation, or should we hold out for in person training James from debt to a machine. That's interesting James so I, I like both. I think both have a purpose they both have an impact. So, if this is something that you are in great need of, and you're uncomfortable or unwilling to do in person, absolutely do an online there's no reason why you should not wait, I think, you know and when I hear that your team is looking for training particularly around service, you know better service orientation for your clients. That to me speaks to your culture. And I think that maybe doing some cultural analysis would be a really great place to start to find out what is our core culture, what are our core beliefs, what are our values in which we achieve our organization. I work with an organization and they have seven core values, and they are posted in everyone's office, and everyone, every single campus, and respect love dignity are three of the seven right and so that is very grounded in who they are and how they serve their clients right. So I, again, I think this is more of a cultural analysis that needs to be done what is the culture, and perhaps James you've hit the nail on the head, you might need to shift your culture. You know, do you see this being asked or that this is something that comes up. You know, not so much because typically in the nonprofit sector, our whole MO, our whole, you know, purpose is to be of service to other people. So I, I've seen it slip. I've seen it get, you know, pushed aside of course, when there's high stress when there's a lot of different things going on. So again, I think, you know, it's, it's not typically the core behavior that that is demonstrated, but it does come up, because we are people, right. I mean, even as you started today show you were saying that you were feeling a little snarky because you're overwhelmed this week has gone by so quickly. And that happens where people were humans first and foremost. So it's really interesting. I you know, James, let us know how that turns out because that's really, you know, a powerful thing and it makes me also think that maybe you're seeing some issues that you don't like, and how your team serves your, your community, your clients, wow, it's really, it's a powerful question. And this comes to us from Joshua from Park City, Utah. Could you discuss the issue of interviewing a development offer officer prospect and asking them about their current donor portfolio. I've been asking around about the normal standard, and I'm getting some mixed messages. I guess I'm not completely clear on this question Joshua in regard to what you want to ask about their current donor portfolio how do you read this Julia. I see like, I see this as a question of what donors are you going to bring to my organization. If I hire you. Yeah, that you have in your current portfolio. That's interesting. That's not immediately. So I would say that is an ethical and a huge no no so what what you can do Joshua by way of this is to talk to the candidates during your interview you can ask them. Perhaps the characteristics the, the demographics of the current portfolio in which they're managing how many individuals what is their net worth, how have they been able to secure gifts. Have they been able to increase the amount of gifts, or the capacity of giving. I think those are the questions you want to ask, but if anyone asked me to bring my little black book of wealthy people. I would run to the hills because that is not how this works. Good, you know, what I hear you saying is asking questions about how you manage workload prospecting. In some ways, like what is your system is it like the cause selling system or right is that what I'm hearing you say to your like what is your style, how do you manage your donors, what moves management strategies have been successful for you. I think with major gift donors, and again a major gift could be any, any amount based off of your organization is very different than bringing in new donors at a lower level. So again just understanding the characteristics of your portfolio. And I mean if this is development officer position, I'm assuming Joshua this is more of a higher level affluent group that you're really wanting to better understand how the benefits would work well to move gifts in the organization. Yeah, really interesting. Well and that speaks to how you're going to manage what you've gotten what you need to get. I mean that's really interesting. I, I'm fascinated by that. Okay, let's go to our next question and I believe this is actually to to you Jarrett Rosemary and Anna from Houston, Texas. We are navigating towards more grant applications. Can Jarrett please tell us her formula for what we should expect when it comes to submissions to wins ratio. I feel like this question comes in all the time, because somehow somewhere we've heard you say this. And we're like, Oh my God, wait, what is that and we have to go back and, and, and find it so I've we've choked you up obviously by asking this question. So if I had a dollar for every time I was asked this question, I would donate it to you Rosemary and Anna 30% 30% so essentially that's the national standard of award rate. Right, so if you're looking to bring in $100,000, you will want to prospect for $300,000. Now there's a lot of ways to increase that 30% for your organization. And here's the number one trick, build a relationship with the funder, talk to the funder, build a relationship, make sure that whatever you're submitting is in alignment with whatever they're funding, because philanthropic pillars do change over time. For instance, with COVID, right, so many people have said, you know, we support, I don't know. I don't know, let's just say, you know, housing and shelter. Well, maybe they've diversified their funding and they still fund that but they really are looking for, you know, emergency. Right. So, having those relationships will greatly increase the odds in your percentage of that national standard 30%. So again, if I had a dollar, I'd give you 50 cents Rosemary and Anna you'd get the other 50. I'm going to put you on the hot seat really quickly. I think it would be really nice to it. If you would come on and do an episode on the nonprofit show, and just talk about, you know, your strategies for improving your communication relationships with funders. Absolutely. I heard you talk about this and I think that as we have these conversations you do sprinkle in some things. But I would love to get that because from this question, which we've seen a lot. It's at the core of it. When I read this question, Jared, I'm thinking they need help on the relationship side. Well, I think they need help on the process side. A lot of people think that all you do is you prospect a grant opportunity, you write the submission the proposal and you submit it, and that's all you do. And really, it's, it's relationships. And so, you know, I akin this to we have all applied for a job. So we've all submitted a resume, but when you can make an introduction to someone within within the hiring committee or job. Take your resume from a cold call, right, like one, one of the many applications that have come in to someone who has been already discussed already vouched for already, you know, it elevates that and you want to do the same thing with your grants. So a lot of people are timid are intimidated by grand tours. Do not be right we have had Rita Sorennan on with the Dave Thomas Foundation. We've had women on from the Pet Smart Charities Foundation from Red Rover. All of these people are very, very approachable and they really want to talk to you. Great, right. Well, we're going to, we're going to get you on to talk about that, because I think it's amazing I really, really do. Wow, this week has gone by fast. Today's show has gone by fast. Again, I want to remind you and I want to express our gratitude again I'm Julia Patrick, CEO of the American nonprofit Academy. I'm joined today by the nonprofit bird herself, Jared ransom CEO of the Raven group. Always always love to share this day with you. It's such a great way to really get some ideas new ideas and I think we learn a lot by the questions that come in. I want to thank all of our presenting sponsors from Bloomerang to your part time controller, the American nonprofit Academy, nonprofit nerd fundraising Academy staffing boutique nonprofit thought leader and the nonprofit Atlas. All of these sponsors are with us to bring you the nonprofit show day in and day out. We're so excited. Wow, Jared, we have a really big week next week. I think I say that every Friday but it's really true. It's been a lot of fun and for those of you that might have missed the, the earlier reveal these episodes will now also be available to you in podcast form so wherever you find your podcast, Apple Spotify, I heart radio, there's so many I can't even name them all but check us out on a podcast as well. Yeah, it's really, really exciting. And, hey, as we end every episode, we want to make sure that we remind you and ourselves to stay well, so you can do well. Thank you so much, Jared. It's been a fabulous week. We'll see you back here on Monday.