Tips for planning a successful virtual fundraiser

Tips for planning a successful virtual fundraiser

2020 has upended how we do almost everything. One major impact has been on how nonprofit organizations raise funds. In-person fundraising events such as galas, 5Ks and other socially-oriented events are no longer possible.

Greenough Brand Storytellers has been advising its clients on how best to shift fundraising events to virtual gatherings or socially distant meetups. Below are a few best practices that nonprofit organizations can use as they consider their fundraising events for 2020.

Suggestions for a successful virtual fundraiser: 

  1. Make it authentic: Try to stay as true as possible to the theme and vibe of the actual event as you can in the virtual event. 
  2. Break traditions if it doesn’t serve your goal: If you’ve done something in the in-person event because that is the tradition, but it doesn’t feel right for the virtual version, don’t stay married to it. 
  3. Innovate: Per #2, if there is a way to make something better, do it! 
  4. Test everything: Trying out a new idea? Test it among a focus group. Using new technology? Test it again and again until you know it works. 
  5. Keep it succinct: Our digital attention span is very short, so introductions, speeches and transitions should be concise. 
  6. Reach for a speaker: Because speakers no longer have to travel for events and because of the state of the world, many “celebrity” speakers are more willing to participate in local events. 
  7. Air it live: If possible, the best events are those that are live and not fully prerecorded (although pre-recorded elements are welcome) 
  8. Make it interactive: For example, give an on-screen shout out to all participants. Knowing that there are people around the world tuning in to this event, acknowledge everyone on screen collectively by opening up the zoom portal for everyone to see who is on briefly (~30 seconds). Additionally, having a chat function or hosting intermittent survey questions is a nice way to keep people engaged.
  9. Send gifts to participants: Just as they would for an in-person event, mail gifts to each participant’s home so that there is a common connection and a positive feeling felt toward the organization.
  10. Have a robust social media strategy leading up to the virtual event: The most successful virtual events leverage the power of social media in the weeks leading up to the event to create a call-to-action and support the organization. Encourage participants to post their viewing parties and tag the organization and use a special hashtag. 
  11. Create a call to action: The event should end on a positive note with a call-to-action for all participants to support the organization. 
  12. Focus: Do not try to do too much. Keep your event focused by limiting speakers. Stay on message and tie back to your organization’s mission and the goal at hand.
  13. Make it memorable: With so many events now virtual, think about what you can do to make your event memorable and stand out from all the others?


See how we can help your organization!

Say Goodbye to Annual Performance Reviews, and Hello to Daily Conversations

constantexchange (1)

constantexchange (1)

If you asked the general public for the most dreaded events in their lives, most would say illness, loss, colonoscopies, root canals, stepping on a Lego at 3 AM. For us working stiffs, add to the list the annual performance review process.

So, imagine my thrill at reading Vauhini Vara’s piece in this week’s New Yorker applauding Accenture and others for banishing the process. If 330,000 Accenture employees are taking a pass on formality and instead embracing more regular check-ins and feedback, I say, good for you.

You see, to me that sounds like the makings of any good relationship. You can probably surmise from the list above that I’m 50+, and that means, among other things, that I’ve spent 20+ years working, leading, managing, self-assessing, and participating in performance review processes from 1-1 to 360, primarily with people in creative organizations. From my perch, creatives bristle at processes like the annual performance review, happening as it does like some kind of employee rite of passage.

Cue brief self-promotion: the performance reviews we conduct at my company consist of 2 short items, with credit to HBS for the inspiration: 1) What I like and 2) What can improve. This pretty much sums it up, and it dispenses with the additional busywork required. Yes, we do ask for a self-evaluation so it’s a give and take conversation. And, we do seek feedback from others. In general, it works.

But here’s where it falls down: the employee/manager relationship is really not unlike relationships you have outside the office. They are, whether we want to admit it or not, relationships. This is particularly true with creative organizations, which by definition rely on frequent communications, brainstorming, spitballing, call it what you want: they like to engage and engage frequently in search of the perfect solution, answer, brilliant idea. And relationships — assuming, of course, you want to stay in them — require frequent communication, feedback, correction, and “this is how what you did made me feel” moments.

Companies operate with many new rules these days – we’re remote workers working with 9-5ers in the office, channeling thoughts and ideas through email and text, rarely picking up the phone, even. So why do we promote an anachronistic model of performance reviews when all you really need to do is seize each moment of every work relationship to make you and your team better?

Like Accenture’s recent move, I’m equally smitten by what Globoforce (the self-described leader in employee recognition, and a Greenough client, I should add) proposes: you develop and retain employees by frequent acts of recognition, not just once a year, and not by checking boxes, but by having authentic conversations based on crowdsourced feedback.

You don’t wait a year to tell your friends, family or partners that they’ve either messed up or done something phenomenal. Why not apply the same thinking to your relationships at work?

Jamie Parker is president of Greenough Brand Storytellers

Meet Matt Weaver, Greenough’s Newest Account Supervisor

Matt Weaver, dressed to impress

Matt Weaver, dressed to impress

We’re happy to announce that Matt Weaver has joined Greenough as our newest Account Supervisor! Matt brings over four years of agency experience to the team, including stints at Brodeur Partners and Racepoint Global. Learn more about him in our interview!

If you could tell the story of any company or organization, which would you choose? 

I would choose Raytheon – the historical conflicts their products have been involved in are incredible. It’d also be fascinating to spend a day in their R&D labs to see what’s being created for the future. Most often futurists shy away from discussing military technology, but as a country it’s where we dedicate one of our highest annual levels of investment, so I know they’re creating a lot of interesting stuff that will eventually get boiled down into consumer offshoots. I believe it’s where the microwave was first invented.    

Hobbies outside of work?  

I dedicate a lot of my time outside of the office to exercise and fitness. Whether it’s yoga or running, I like to be active and I like to create new challenges for myself. 

Favorite writer or journalist?

I’m a big fan of Kurt Vonnegut. Read Slaughterhouse-Five while I was in high school and have been hooked ever since.

If you could take the place of one historical figure, who would it be?

Definitely JFK during the Cuban Missile Crisis.

What about if you could have one superpower?

I’ll go the route of traditional communication professionals and say the ability to read people’s minds, specifically clients’.

What’s your Pandora “paperwork” station?

A steady dose of Metallica, Pearl Jam, and Stone Temple Pilots.

Greenough After-Hours: Gaby Goes to Israel

What do Greenough employees do for fun outside the office? Greenough After-Hours finds out. In this edition, Account Executive Gaby Berkman talks about her recent Birthright Trip to Israel.
Last month, I packed my bags, hopped on a plane and arrived in Israel for my ten-day Birthright Trip. Birthright is a free trip to Israel offered to all tribe members who fall between the ages of 18 – 27, and I joined 45 other strangers to take advantage of this once-in-a-lifetime opportunity. We travelled around the country with an Israeli tour guide, members of the Israeli military and three North American leaders.

My trip focused primarily on the outdoors. We trekked our way through the country, beginning in the North in Tiberias and ending in Netayna, a beach town just outside of Tel Aviv. We stopped everywhere in-between; Israel is only 8,019 square miles, so it wasn’t hard to see it all! Below are some of the highlights from my trip:

Masada Sunrise

Sunrise at Masada

Masada is an ancient fortress in the Judean Desert. It was built by Herod the Great in 37 BC and was the site of the very first Jewish-Roman war. Our group was lucky enough to see the sunrise from the top of the mountain. Despite the 4 AM wake-up, this was one of my favorite hikes.

Floating in the Dead Sea

The Dead Sea was by far one of the coolest experiences I have had to date. Not only is it the world’s saltiest body of water, it is also the lowest point above sea level. (more…)