Communications and fundraising - an odd couple or the perfect relationship?

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www.charitycomms.org.uk/events

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  • 1.Bridging the Gap: Integrating Communications and Fundraising Workshop25 May,2011 CharityComms is the professional membership body for charity communicators. We believe charity communications are integral to each charitys work for a better world.W: www.charitycomms.org.uk T: 0207 426 8877

2.

  • Communications and Fundraising; an Odd Couple or the Perfect Relationship? Understanding integration from a practical and psychological perspective
  • Murray Lindo Spencer du Bois,[email_address]
  • Christina McGill Habinteg,[email_address]

3. Lets do a bit of integration

  • Who are we?
  • Who are you?

4. Overview of the session

  • We will look at
  • benefits of integration
  • barriers and opportunities to integrate
  • What is happening from a psychological perspective
  • What you can do to improve integration

5. Fundraising and communications - our observations they think we are trying to control what they are trying to do, they dont really recognise the value of brand in fundraising 6. Communications and fundraising Fundamentally linked and used to enhance each other? 7. Dysfunctional relationship? Time for some new thinking 8. Time for new thinking why?

  • Better results
  • Better use of resources
  • Maximising the outcomes for our beneficiaries
  • Its more fulfilling!

9. Quick observations on conflict

  • Good stuff
  • Innovation new ideas; processes and approaches
  • Avoids groupthink
  • Can raise the questions people have been afraid to ask

10. Integration secrets of success? 11. 12. Secrets of success?

  • Meet at the very beginning of the process
  • Create a small but perfectly formed project teams are best
  • Be enthused and clear about roles and responsibilities
  • Create the ideas together
  • Have very clear plans and deadlines
  • Enjoy it...!

13. Use the Appreciative Inquiry tool to help improve integration

  • Strength based problem solving model
  • Traced back to the 6 thcentury BC
  • Think of an example/project when you have integrated well
  • Write down 3 factors that made it work; the conditions for success

14. So whats getting in the way of integration?

  • Strategic
  • Brand
  • Leadership
  • Cultural
  • Inter-team
  • Individual

Barriers can exist at many levels but so can opportunities: 15. But first an exercise 16.

  • Practical exercise
  • Developing team self-awareness

17. Trading Places instructions

  • 1. What do you think the team that you are failing to work well with think about you?
  • 2. What do you want them to think?
  • 3. What will you need to do to get them to think of you in this way?
  • This is done with the other team who will reflect on what you have discussed and then will do the same exercise on themselves on which you will comment
  • This process begins to address some of the elements that are causing friction or acting as barriers to collaborative working

18. Today were looking through the Johari Window- a self and team awareness tool 19. So whats getting in the way of integration?

  • Strategic
  • Brand
  • Leadership
  • Cultural
  • Inter-team
  • Individual

Barriers can exist at many levels but so can opportunities: 20. 1. Strategic

  • finding the areas to develop jointly

21. 2. Brand 22. 3. Leadership (or lack of) Dont mimic bad behaviour Play big not small Youre already a leader 23. 4. Culture

  • Move from silos to a philosophy of one team one target

24. What do charity employees really want?

  • To be able to affect change
  • To make a difference
  • To see progress
  • Focus on what unites not divides - you are all in this together

5. Inter-team 25. 5. Inter-teamPsychological tip Avoid in-group and out-group behaviour.It is generally unproductive It is the Lowest Common Denominator of team building Social Identity Theory 26. 6. Individual The role of personality tests in integration 27. Back to the Johari Window6. Individual 28. 6. Individual Which Simpsons character are you aligned with? 29. ESTP - The Persuader- Bart Strengths They love action and always seem to be doing something.Clear-headed when dealing with emergencies.Enjoy lavishing loved ones with big gifts. good to have on your side, corporate suit Weaknesses Get bored easily.Enjoys lavishing loved ones with big gifts 6. Individual 30. ESFP - The Entertainer- Homer Strengths Generous & will go out of their way to help a colleagues.Live for the moment & know how to make the most of each moment.Weakness Can take conflict personally.Resist relationships that require them to function on a high intuitive or thinking level6. Individual 31. ENTP - The Originator Ken BrockmanStrengths Laid back and can get along with almost all other types of people.Enjoy discussing & debating theories and concepts that interests them. Weaknesses Can initiate arguments because they enjoy the debate. 6. Individual 32. ISTP - The Craftsman Slideshow Bob Strengths Usually self-confident, are not threatened by conflict or criticismWeaknesses They thrive on action and excitement, and may stir things up to create it 33. Why change feels exhausting 6. Individual 34. Why change feels exhausting! 6. Individual 35. Why change feels exhausting! 6. Individual 36. Over to you - becoming ambassadors for integration 37. In summary...

  • Its worth the effort your beneficiaries deserve it
  • Team integration starts at home know thy self know thy enemy
  • Keep at it it wont seem new or be exhausting forever
  • Find a quick win and celebrate it, others will want to join in!
  • Remember the psychology, dont judge at a surface level its understanding whats really going on that will help you
  • You are now ambassadors for change were relying on you!

38.

  • Be the change you wish to see in the world

39. Thank you 40. References & Resources:

  • Appreciative Inquiry problem solving technique
  • Trading places game
  • Johari Window tool
  • Social Identity theory
  • Change by Conversation theory
  • Myers Briggs - Simpsons personality test
  • Short term memory vs long term and impact on change

41. Myers-Briggs Type Indicator

  • What the MBTIis:
    • Measure of our dominant preferences for taking ininformation and making decisions
    • May not be polarised clearly between scales
    • So, you can be a little of both
    • No profile is better or worse than another
    • Helps explain our working style preferences
    • Based on the theory of Carl Jung
  • What the MBTIisnt:
    • A measure of abilities its not a test
    • No right or wrong answers
    • Tool is an indicator you can agree or disagree

42. The Scales

    • Extraversion (E) Introversion (I)
    • Sensing (S) Intuition (N)
    • Thinking (T) Feeling (F)
    • Judging (J) Perceiving (P)

43. Take the Test

  • You have to select one letter from each of 4 pairs of opposing personality type indicators
  • This will result in a 4 letter code
  • The code will be cross matched to one of 16 Simpsons characters with whom your personality is most closely aligned

44. The first pair Direction of your Energy Force

  • You prefer to direct your energy to deal with people, things, situations.
  • You prefer to direct your energy to study ideas, information, explanations or beliefs .

I E or 45. The second pair Information Processing

  • You prefer to deal with facts, what you know, to have clarity, a realist in the here & now for you the force is a tool - a fission screwdriver
  • You prefer to deal with ideas, look into the unknown, to generate new possibilities or to anticipate what isn't obvious, you seek the nature of the force

N S or 46. The third pair Making Decisions

  • You prefer to decide on the basis of logic, using an analytic and detached approach.
  • You prefer to decide using values and/or personal beliefs, letting

F T or 47. The fourth pair Organizing your Life

  • You prefer your life to be planned in a stable and organised way
  • You prefer to go with the flow, to maintain flexibility and respond to events

P J or 48. You Should have a 4 letter code e.g. ENTP- Find your Simpson character in the next 4 slides The