BowerPower Papers, a quarterly digital newsletter from Bower & Co. Consulting LLC, aims to inspire non-profit leaders and event/festival producers to think creatively about marketing, corporate sponsorship, events, and business development.
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Volume 4 Issue 1
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Winter 2009
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Dear ,
With spring's arrival, we see signs of the recession unfolding and morphing into new life. Some of these signs are unwelcome, though hopefully temporary.
I am deeply concerned about the chilling effect on corporations for both the sponsorship and events industries caused by the Congressional and media uproar over investments in event marketing and sponsorship by companies that received TARP dollars. You should be, too.
The most vociferous skewed the facts and demonstrated no understanding of the value and importance of event marketing as a business-building activity, especially for the troubled financial industry.
I have more to say about this issue, and if you want to understand how these developments have an impact on your sponsorship activities, be sure to update your subscription details. Scroll to the bottom of this newsletter, select "Update Profile/Email Address," and hit "submit." You'll receive an email (for security purposes) allowing you to update your profile. Be sure to select the interest "Corporate Sponsorship Articles & Special Reports."
Until then, enjoy this issue of BowerPower Papers. And spring.
Warm regards,Gail S. Bower President 
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SKILLS FOR THE RECESSION
by Gail S. Bower
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During the last several months, companies and non-profit organizations nationwide have purged nearly a million jobs each month, ratcheting up anxiety levels and increasing workloads for those still on the job.
If you lead an organization, are you surrounded by staff members who will support you and your organization's strategy during the recession and beyond? As a staff member, what can you do to enhance your chances of being considered a valued member of the organization and avoid a pink slip? If you're now looking for a new job, what assets would be important ones to emphasize to prospective employers?
Experts agree that assuming a leadership role and being positive and adaptable are among the most important attributes.
"You must understand that change is happening whether you like it or not," said Rick Maurer, author of Beyond the Wall of Resistance. "If you are a leader, you must be able to anticipate problems and opportunities and have the capacity to build support for change among staff. If you are staff member, you must be willing to adapt to a changing environment. People who are set in their ways will be the easiest people for management to dismiss."
Some skills, competencies, and approaches to being successful in our roles are important no matter what the economic conditions. However, during these challenging times, a key set of characteristics allows certain individuals to stand out.
"Savvy employers, including those in the nonprofit world, know that most job-related skills can be taught," said Liz Bywater, PhD, president of Bywater Consulting Group, who helps her clients achieve dramatic improvements in individual, team, and organizational performance. "What they need most from their employees are the intangibles, sometimes referred to as 'soft skills.'"
These skills, Bywater said, include:
- the ability to work well with others - to cooperate, collaborate, and gain consensus within and across groups;
- the ability to remain enthusiastic, engaged, and committed to reaching the organization's goals;
- the ability to motivate and inspire others;
- and the kind of can-do, forward-thinking attitude that defies today's economic doom and gloom.
Roberta Chinsky Matuson, President, Human Resource Solutions, concurs. "Skills that are in demand may vary from industry to industry. However, strong leadership skills are always in demand regardless of the industry. Also, the ability to do more with less is particularly of value during tough economic times like these."
A lesson I learned early on in my career is that valuable employees are always on the lookout for ways to help their employers earn or save money. Finding ways to innovate and develop new business opportunities contribute to enhancing revenue, while identifying efficiencies and developing strategic partnerships may help your organization preserve resources. Of course, these approaches are important during good times, too, but, in these times, making concerted efforts to contribute to the bottom line are even more important.
Now is an excellent time to enhance your skills and to learn new ones. Read business books, blogs, and web sites. Take classes and professional development courses. Work with a life coach or a career counselor to identify areas you need to improve in order to move to the next level in your career path.
"There's certainly never an inappropriate time to hone job-related skills and competencies," said Bywater. "During a recession, however, there is added pressure to do so. Employers are laying people off, projects are getting delayed or cancelled, funding is tight. This is a time when exhibiting strong skills and abilities is essential for keeping one's job - and for landing something new if the need arises."
"A recessionary period is an optimum time to enhance skills for several reasons," said Chinsky Matuson. "Now, more than ever, you have to stand out from the crowd. Companies are retaining people who are able to wear more than one hat, since they will be able to pick up the slack when the headcount has been reduced. Also, now that you are putting in less overtime in the office [if you have faced a layoff], you no longer have the excuse that you are too busy to take classes to improve your skills."
Maurer believes that learning new skills may curb feelings of depression and "may add to your self-confidence which could come across in job interviews."
Review these important points and consider what's needed in your organization. How can you better adapt and make positive contributions to your operation? Where might you make improvements?
If you are the executive charged with leading the organization, do you need greater support from your staff? Which staff members presently demonstrate skills discussed here? How can you enlist their support in dealing with this changing landscape?
Creating short-term and long-term professional development goals should become a priority for everyone. Take the time to develop yours and review them with your supervisor.
Or if you are the organization's chief executive, invest time in conversations with your staff about their next steps. Can they take on new responsibilities, learning new skills on the job? Can you support their growth in other ways?
Changing times such as these demand peak performance levels.
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SCENES FROM THE RECESSION
by Gail S. Bower
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Though it's still pretty chilly in the Northeast, signs of spring are visible. The green shoots of daffodils and crocuses have begun jutting through the earth. From a distance, early-blooming trees have hazy colors shrouding them, evidence of buds doing their yearly magic. The strawberries and asparagus are getting tastier, too.
In the business world, there are also signs of change, of inspiration, of something new stirring, in this winter of our discontent. While I have no crystal ball and am not predicting the end of the recession, I see signs of adaptation and innovation in the face of the tiring and relentless apocalyptic reporting in the media.
Of course we need the media to serve their important roles as watchdogs. However, a steady diet of doom and gloom makes us want to do one thing: climb back in bed and pull the covers over our heads. As my friend Myriam Siftar suggested: "The media also should serve as a source of inspiration. Where are the sources of inspiration?"
Here's to you, Myriam, and to everyone who could use some good news.
Creativity with events. We need events now more than ever. Events bring communities together, fostering connectedness and an exchange of ideas, which is especially important for people who are looking for new employment opportunities.
Some organizations are scaling back, even canceling events. On the other hand, two sets of organizations have joined forces. The Association of Nutrition Services Agencies (ANSA) and the National Association of Nutrition and Aging Services Programs (NANASP) are partnering this year, co-presenting one conference. This is a strategy two other organizations--the Association of Fundraising Professionals, Washington DC Metro Area Chapter, and the Direct Marketing Association of Washington--have found successful, with the co-production of the Bridge Conference.
They share the costs of the conference and benefit by expanding their reach and awareness of their respective organizations among the other's membership. The joint convening provides new networking opportunities for attendees, and it reduces travel expenses and time for those who would have considered attending both.
(By the way, I'll be speaking at both conferences this year. Please be sure to attend my sessions if you're planning to be at either conference!)
Another interesting approach is an all-day virtual conference, Digital Marketing World on April 1, produced by marketingprofs.com. As of this writing, 12,000 people are registered.
Organizations preparing for after the recession. Several of my clients see this as a great time to improve their operations or to prepare to launch a new initiative. When the recession ends, they'll already have traction.
With one client, the Baytowne Wharf Neighborhood Association, at the Sandestin Golf & Beach Resort, we've reworked their entire event strategy (they produce nearly 150 events per year) and a supporting marketing communications strategy in pursuit of a stronger business goal.
Another client, Summer Search, is taking the time now to develop its capacity to offer dramatic value for corporate sponsors, nationally and through seven regional offices. Ironically, we'd planned to launch a pilot program in the financial sector, an industry where the organization has strong relationships. When the economy tanked back in September, we shifted gears and now plan a full launch.
Sponsorship sales may be somewhat challenging now, though deals are still being made; however, when things turn around, which they will, sponsorship will remain an excellent marketing vehicle for businesses. Building skills and competencies now puts you in a stronger position when we're on the other side of this situation.
Seizing the moment. Nonprofit organizations are seeing opportunities to better serve constituents and to create new markets. Here are several examples from another group of clients. The National Council of Nonprofits has become an even more powerful voice and partner for state nonprofit associations and their members. Recognizing the challenges for the nonprofit sector, NCN quickly recreated its web site to better service the sector, setting the tone for a national dialogue. Check out its series of Special Reports on Economic Stimulus & Recovery.
The Social Enterprise Alliance (SEA) is participating in an exciting new collaboration of mission-driven business executives organized to give voice to their shared priorities. The coalition will provide a letter to key contacts in the Obama Administration, starting with The Office of Public Liaison/Dept. of Energy, Environment and Natural Resources; The Office of Social Innovation and Civic Engagement; and The Council on Environmental Quality. This letter is an initial document advocating for policies to accelerate the transition to a more equitable and sustainable economy, through innovations such as social enterprise.
And size does not matter when it comes to taking a fresh look at operations. A small New Orleans-based organization is looking at its operation in a new way, uncovering opportunities for earned income.
Buy low, sell high. I'm unclear about how using taxpayer dollars to buy toxic debt is going to contribute to a turn around. But I do understand that a lot of real estate may soon be in the hands of bankers who'd prefer cash to owning property. A few weeks ago, the Philadelphia Business Journal reported that a real estate company had established a well-funded new division that intends to buy commercial properties for eventual resale. Pretty smart.
Dreaming big and building your network. At the encouragement of our mutual friend Ellen, I met with Monica recently to talk about the new life she's imagining. Recently laid off, she's weighing her options: find a new position doing the same-old, same-old, or jump into a whole new career in event management, either on her own or on staff in an interesting environment. Financial considerations aside, the answer was pretty clear to me. Every time she spoke about her dream, however raw and nebulous it seemed to her, she grew increasingly animated and excited. I hope she'll take the leap.
As many of you know, I teach a course at Temple University on corporate sponsorship for the School of Tourism and Hospitality Management's Event Leadership Executive Certificate program. I admire every one of the students in the program, along with anyone who invests in their education. These individuals are serious about taking charge of their careers, and they are investing time, energy, and, often, their own dollars to educate themselves for a new future. That takes courage.
New dialogues in our communities. In 2008, the conversations most of us had about the economy were full of commiseration and, frankly, were energy draining. Now, more informed opinions and people's passions have infused much needed color and energy into the national dialogue.
For example, during dinner at one of our favorite Mexican restaurants in Philadelphia, one of the regular bartenders, a sweet, quiet, and methodical mixologist, suddenly burst into our conversation, exasperated. As a single mother, she'd paid for her own home; put her daughter through college and graduate school, where she earned a degree in fashion design and an MBA; and ushered this young woman into a successful career in fashion in NY. "No one bailed me out," she exclaimed.
Another colleague, on the other hand, who was born and raised in Brazil and lived part of her life in Tunisia, believes strongly in maintaining a safety net for individuals who may need it. Her experiences living in other countries taught her how detrimental not having that protection can be.
Non-profit social service agencies and arts and cultural organizations can be key players in encouraging this discussion in our communities and in shaping the nature of our social interconnectedness.
Communities organizing. I recently participated in a half-day event that Rowan University's University Advancement office convened for other university development officers to discuss best practices during the recession. Throughout the conversations among the group of Vice Presidents, no one mentioned the recession. Rather, the focus was on the operational challenges that were problematic before the recession that would become even more challenging now. Having peer support to talk through these issues, along with effective strategies, built competence and confidence.
Valentine's Day. I don't usually pay much attention to Valentine's Day, but this year I did. I made a special dinner for my Valentine and for a relative suffering through a divorce who needed some company. Restaurants are always crowded on Valentine's Day, but this year the grocery stores were mobbed. Waiting in line for my goodies, I realized there was something sweet and tender about Valentine's Day during the recession. I imagined simpler, more heartfelt home-cooked dinners.
Life after the recession: Here's something to fantasize about. A colleague of a client of mine suggested that, with our retirement portfolios chopped in half, delaying retirement plans for many of us, our work-life balance might shift. Maybe the U.S. will become more like Europe, and Americans will take more frequent and longer vacations.
These stories inspire me. I see people adapting to change, innovating, taking control over their destinies, making the best -- or even something better -- of their situations.
How are you adapting to change? Are you making new plans? Are you wallowing or inspiring? What adaptations to change, what signs of new life are you noticing?
Have a good story? Please, share it with Myriam, me and the other readers of BowerPower Papers.
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| BowerPower Q&A
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Q: We're doing our fundraiser, and a small issue has come to the surface that I'm sure you've come across. That is, sponsors that we do not necessarily agree with all their business practices. We're having some great discussions around this, which is making us put a definition on who is acceptable or not. But then someone made the suggestion of putting the following text or similar on the website where our sponsors are listed: "[The nonprofit organization] doesn't endorse the company or the product." To me this sounds awful. It's like saying the following companies' money is ok with us, however we don't recommend their product.
Have you ever used this disclaimer or something like it? From Traci Browne, Red Cedar Marketing
A. Thanks for your question, Traci. Nonprofits have to be mindful of whom they take on as partners and whom they do not. I advocate for creating a policy. However, using a disclaimer is NOT a good idea. It's completely hypocritical. Remember that you and your sponsors are partners. So the organization essentially would be taking their money and then hanging them out to dry.
If the corporation conducts business in a way that goes against the nonprofit mission, I'd say that's not a good fit. However, if they show signs of being a good partner (in your organization's case, they are building a green office) than help them enhance that part of their brand and image.
What I hear in some of the other details of your question (edited out here to maintain confidentiality) is conflict about making a strategic business decision: whether to incorporate corporate sponsorship into the revenue mix or not. Until that decision is made, one faction of your colleagues will constantly come up with excuses and ways of sabotaging, and that will not be an environment conducive to sponsorship success, neither for the nonprofit nor the sponsor.
[What happened next: Traci built consensus around abandoning the disclaimer idea and believed the discussion was a positive step. "I'm sure these types of debates will come up again, and they really do help us grow as an organization too...figuring out what we are all about."]
If you have an idea, suggestion, question, or comment you'd like to share with the community created through BowerPower Papers, feel free to send me an email.
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Gail Bower, President, Bower & Co. Consulting LLC, specializes in
raising the visibility, revenue, and impact of non-profit
organizations and festivals/events. She's a professional consultant, writer, and speaker,
with more than 20 years of experience managing some of the country's most
important events, festivals and sponsorships. Launched in 1987, today Bower & Co. provides marketing, event strategy, and corporate sponsorship counsel. For
more information, visit her web site or contact her at 1-866/36-BOWER
(1-866-362-6937).
© 2008 Gail S. Bower. All rights reserved.
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Bower & Co. Social Media Survey
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The media landscape is changing constantly, and in an effort to be responsive to your needs, I'd love to understand more about your preferences. Please take a few moments and participate in a brief survey on how you use social media, what you're reading, and how you'd like to receive information from Bower & Co. in the future. Read the results in an upcoming issue of BowerPower Papers. Thanks!
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| Turning 40
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Congratulations to Philadelphia Academies, Inc. and the New Orleans Jazz & Heritage Festival on 40 years.
Woodstock also turns 40 this year. In the next issue of BowerPower Papers take a look at some interesting research Bower & Co. developed on perceptions of Woodstock through the generations.
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