Engagement

Engagement.

What a great concept.

It's how we feel when we're switched on. Bought in. Invested. Involved. Belonging. Proud.

You can try to measure it with clicks and registrations and donations and social media shares.

But those are all mere proxies.

What does it take to make your people feel that way?

A clear purpose. A valuable relationship. A welcoming culture. A message worth sharing.

It's fine to measure, but don't get lost in the metrics.

Because people who feel switched on, bought in, proud of your work — those are the people who stick around.

All the best,
A.

What “matters”

Would it matter to you if there were a lack of clean drinking water ...

... on the moon?
... in the Sahara desert?
... in a flood-ravaged village in Nicaragua?
... in a town near you?
... in your friend's neighborhood?
... in your own house?

For any of those, the answer is:

Only if you or people you cared about were trying to live there for more than a few hours.

Otherwise, you have more important things to think about.

Here's the thing:

Your mission is important. And that's obvious to you.

But to anyone else — to all the people whose help you need in carrying out that mission — it's only important if they feel it matters for them or someone to care about.

If that happens to be true, and you can help them to see it clearly, they will at least consider helping you.

As for those for whom it's not true, there's little point trying to convince them.

But even where it is true, it's up to you to connect the dots for them.

Because it's probably not as obvious to them as it is to you.

All the best,
A.

Reasons not to create a CRM strategy

Not everyone spends the time and effort to formulate a clear CRM strategy.

Of course there are reasons to avoid it:

• It's hard to prioritize strategy when you feel like you're already just fighting fires day-to-day.

• It seems a vague notion.

• It's unfamiliar.

• It's not sexy.

• It's not talked about much in the CiviCRM community.

• It doesn't have a quick payoff.

• It's another list of things to get done.

• It's not a sure bet.

• It requires buy-in from key stakeholders, so any strategy you design runs the risk of just sitting on someone's desk.

• The status quo is not so bad. Things are fine, right now.

• It's a commitment.

• It defines measures of success — so it also defines measures of failure.

All of those, and more.

And it's understandable. After all, we probably all have opportunities in our lives that we're avoiding for one reason or another.

But sometimes …
eventually …
you get the feeling …
that the status quo is not good enough.
That you're just treading water.
That there are real opportunities to make an impact.
That it would actually be enjoyable and thrilling to go after them.

When you start to feel that, it's time to start asking what your real goals are, and how to make a plan to achieve them.

That's what a CRM strategy is about.

All the best,
A.

Your CiviCRM site needs PHP 8. Now.

Are you running CiviCRM? Are you sure it's running on PHP 8? It will suddenly matter in just a few days.

---

The CiviCRM project has announced an upcoming security update, to be released next week.

So be prepared to update.

But there's a catch. Since around March of this year, all new CiviCRM versions have required PHP 8.

That means, as of next week, the only way to get the latest available security updates for CiviCRM is to be sure your site is running on PHP 8.

I've mentioned this before on this list (see "Get ready now: Why PHP versions matter” from back in April).

So maybe you've got it all sorted out by now.

But if you’re not sure, please read that email, and talk to someone who can help you.

It used to be a "someday this could be a problem" kind of thing.

Now it's a "next week it will be a problem" thing.

Please don't wait.

All the best,
A.

OBBBA: Tax deductibility and you

You've probably heard a lot about how the One Big Beautiful Bill Act will impact charitable giving.

Of course, the thing is obviously Big (leaving "Beautiful" for separate debate) — so big that all of its effects may be very hard to predict.

But a couple of things seem pretty clear:

• For small donors: The charitable giving deduction for non-itemizing taxpayers is an incentive for individual giving.
  
  It's not that people haven't been giving to support things they care about. GoFundMe and other providers of small-scale fundraising have been very popular, regardless of any consideration of tax deduction. This change in deductibility doesn't make folks more likely to give, but it may make them more likely to give to recognized charities.

• For large donors: The 35% cap on charitable deductions for those in the top tax bracket reduces the incentive for some of the end-of-year giving you might be used to.

  Large end-of-year donations are often made not merely because deep personal alignment with the cause, but because a financial advisor suggested, "You might want to off-load $500,000 to charity this year." Of course you thank the donor sincerely, but did you assume too much about their love for your cause? If so, you might be surprised by how this change impacts their giving next year.

What this probably means for you:

1. It's time to re-engage small donors.

Do they know about this rule change? It's not huge, but it's a genuine benefit to them. Why not work this into your year-end appeal or annual campaign? A $1000 gift is now a "tax-smart giving level," which will be enough to encourage some donors to stretch above their previous giving.

2. Donors should be told their gift is now tax-deductible.

It's worth mentioning specifically — in your receipts, email confirmations, and other follow-up messaging — that even their small gift is now tax-deductible whether they itemize or not. Why not give them another reason to be glad they helped you?

3. End-of-year giving summaries have more value now.

An end-of-year giving summary, sent by email from your CRM, has always been a great opportunity to say "Thank you" once again, and remind donors how much their gifts have helped a cause they care about. With this change in non-itemizing deductibility, the end-of-year summary is also a genuine convenience for your donors. A reminder of your work, that's also helpful to the donor? It's a win-win.

4. Major gift cultivation is critical.

The 35% cap means fewer large donations will be made merely for tax-incentive reasons. That means if you still want to capture these donors' attention, it's all about relationship-building and shared motivations. Last year's list of large donors needs to feel strongly assured that your work matters to them, and that their support matters to you.

Here's the thing:

The landscape is always changing. Sometimes you might wish it wouldn't, because every time it changes, you have to keep up — or fall behind.

But then again, you're not the only one trying to keep up. So are your donors and prospective donors.

When things change, they'll be thinking again about where to give. Which means they may be ready consider you, where they would not have before.

You can be ready to help them act on that. And that's where the change in landscape becomes an opportunity, not merely a challenge.

All the best,
A.

Any race car you want

Imagine you were planning to drive in a race next year, and you had an unlimited budget to build or buy any race car you wanted.

What car would it be?

Think about that for a second. I'll wait.

...

...

...

Okay got it?

I hope not.

Because I haven't told you anything about the race itself.

No matter how much time, money, and expertise you have, there's no way to answer this question intelligently if you don't know whether you're preparing for the Indy 500, the Baja 1000, or the 24 Hours of Lemons.

Now compare this to your CRM software:

You can have the fanciest, fastest, most feature-filled CRM software in the world …

… but what's the value in that, if you’re not very clear on what you're trying to achieve?

Here's the thing:

Strategy matters. And clarifying your goals and limitations is a critical part of sound strategic planning.

There's no point investing in an amazing race car, if you don't know what race you're trying to win.

All the best,
A.

The newsletter with purpose

So let's say you have a clear strategy for your newsletter and aren't merely doing it "just because."

How can you make it perform well?

Here are a few thoughts based on my own experiences and those of my clients:

1. Define success.

Assuming it's part of a clear strategy, you should know why you're doing it and what you hope to get out of it.

My own daily mailing list aims to help my readers gain mastery of their CRM systems and strategy. And let’s be honest, it also aims to position me as an authority in that space.

In line with that, I have specific goals that I'm trying to achieve, in terms of subscriber count, engagement, and starting new conversations.

2. Ensure the content is valuable to your readers.

The Child and Family Guidance Center in north Texas, where I serve on the board, does a great job of this. See my previous email on this topic here: “Content that helps”

3. Find and acquire the subscribers you're missing.

Last week I met with the executive director of a regional symphony orchestra.

Patrons who buy their tickets online have a chance to provide their email address and sign up for the mailing list. But he realizes that people who buy tickets at the door are being left out. I'll be working with them on an incentive program to help sign these people up, too.

4. Make subscribing easy.

The same symphony orchestra, like a few other organizations I've seen, have a sign up form on their website, but it's broken.

When I pointed that out, I learned that for some time now the only new subscribers they've gotten through the site have been people who took the time to ask via their Contact Us page.

Getting this fixed is sure to increase their subscriber count.

5. Track the metrics that matter.

Recent changes in email privacy features have made it harder to get meaningful measurements of open rates and click-through rates. Still, there are ways around that.

But more important: you may not even care so much whether people are opening the emails. You might rather be interested in more meaningful engagement from your mailing list:

Are people hitting reply to ask questions or start conversations? Are they signing up for events or memberships?

In short, are they taking the next steps that you want them to take in their journey with you?

Here's the thing:

A newsletter or mailing list without a purpose is one without real value, at best. (And worse, may even diminish your reputation as an organization.)

Consider its purpose for existing.
Set goals that help fulfill that purpose.
And find the changes you can make in order to reach those goals.

Because a newsletter with a strategic purpose is a valuable asset — to your mission, to your organization, and to your people.

All the best,
A.

“We have a newsletter” is not a strategy

Is your organization sending a monthly email newsletter?

Do you have evidence that it's actually helping your mission?

If not, you might be making a common mistake: assuming that "maintaining a newsletter" is equivalent to "having a strategy for engagement."

You'd be in good company. Many organizations are in a situation like this:

• Their newsletter content is centered around the organization itself.

• They can't name the specific outcomes they want to achieve through the newsletter.

• They're not monitoring the effectiveness of the newsletter in achieving those outcomes.

In short, their newsletter is a tactic without a strategy.

Of course, some organizations use their newsletter as a great tactic in support of a strategy. That usually looks like this:

• Its content is meaningful and valuable to the reader (instead of yet another installment of "News About Us").

• Its purpose and desired mission outcomes are clearly understood by the staff who manage it.

• Those staff are actively monitoring subscription numbers, opens, clicks, and other metrics to gauge its effectiveness against those outcomes.

Here's the thing:

Your organization is probably closer to one of the above scenarios.

The former is a recipe for a lot of work without meaningful results.

The latter is part of an effective overall strategy for helping your people achieve important next steps in their journey with you.

Which do you prefer?

All the best,
A.

More lessons on security

A couple of additional take-aways from that "$4000 billing nightmare" I mentioned on Wednesday:

1. Sloppy homegrown backups have a way of leaving sensitive files lying around where bad actors can get their hands on them. I see more often than you might expect. 

2. Direct leakage of your website passwords or constituent data is not the only way your organization can be harmed by a lapse in security.

3. You don't have to be a big organization or a “major target” to be the victim of this kind of automated attack. These criminals operate at scale and often just go about scanning any site they find.

And on the bright side: 

1. There are additional layers of security available to you. SendGrid, for example, allows you to lock down your account so it's only accessible from one or a few IP addresses. That kind of protection would have stopped this attack in its tracks.

2. It's always worth trying to negotiate a surprise bill like this one. Some providers do hire human beings with common sense, and empower them to operate with a margin of grace for the occasional slip. Kudos to this provider (SendGrid) for helping my client resolve the problem without budget-breaking damage.

All the best,
A.

Service billing nightmare: a cautionary tale

It was supposed to be $20/month. But this month it was over $4000. What happened?!

---

Just recently I helped a client deal with this service billing horror. I think it highlights an important lesson for all of us.

It goes like this:

Client has a subscription to an outside service that's priced at around $20/month.

All's well for a few couple of years.

But one day Client gets an invoice from this service for over $4000 in charges — for a single month!

It doesn't even seem possible — but it is.

The service was a reputable outbound email provider (like SendGrid, SparkPost, or whomever you're using to handle outbound email sent from your live site).

There was no shady practice going on — not by Client, and not by the service provider.

But somebody was being very shady.

Somebody got their hands on Client's private API key for this service.

Somebody used that API key to send millions of spammy emails through Client's account, within just a couple of days.

And the billing nightmare?

Well, Client's service plan was priced so that they were indeed charged just $20/month to send up to X thousand emails — and then for any additional email messages over that limit, they'd be billed just a fraction of a cent each.

They'd never actually exceeded that "X thousand" emails limit. So they happily paid the $20 each month.

But once the baddies went to town on their dime, the "faction of a cent each" charges added up very quickly.

The result?

• Client is on the hook for over $4000 in usage fees.

• Client must deal with the damage to their domain's email sender reputation — since their account just launched millions of "This one bedroom trick changed my life" emails (and worse).

• Client can't send any outbound emails from their live site at all — because the outbound email service has suspended Client's account for malicious activity.

So: how did the bad guys get that API key?

It turns out, Client was running a clunky home-grown backup system on their live site, which resulted in all site files (including one containing the API key) being downloadable by anyone on the internet.

Once the spammers managed to stumble across that file (likely through a bot that simply downloads everything it can find, across as many websites as it can crawl through), they had everything they needed to a) make the Client miserable and b) spam the good people of the world with annoying sales emails.

Here's the lesson:

Well, there are many. I may try to get into those more in a separate email.

But for now, the lesson is this:

Be aware of where and how you store your account credentials. And that's not just passwords for your website. Email passwords and third-party service API keys are part of the picture too.

In the end:

We were able to communicate with this email provider, and — with a lot of convincing — they agreed to waive the overage fees (so $4000 in billables literally just went away) and to reinstate Client's ability to send emails again.

Any damage to their email sender reputation was already done and beyond anyone's control, but even that began to fade away quickly once we got things locked down again.

So they were lucky. In the end, they got off light.

But of course, luck is not a plan.

Be careful out there, folks.

All the best,
A.

“CRM Strategy Sessions update”

Today I sent out an update to the folks who’ve registered for the CRM Strategy Sessions. Below is what I told them.

BTW, if you’ve been meaning to grab a spot, I do have one left. Please shoot me an email to reserve, if you’re ready to think carefully about your CRM strategy.

Hi!

As promised, I'm writing here with some details about your CRM Strategy Session: what to expect, how to prepare, and how to schedule.

How to reserve a time:

(This is the next step for you, so do this now if you can. But please read the rest of this email so you're prepared to get the most out of our time together.)

Scheduling your call is super easy:
1. Visit my Coaching Calendar (https://joineryhq.com/coaching-calendar) and find a "Coaching available" slot that works for you.
2. Hit "reply" on this email to tell me the date and time you've selected.
3. Watch for an email response from me with connection details for our scheduled call.

That's it! Do it now if you can, and come back to read the important info below.

What this is all about:

Community-driven organizations rely on a diverse collection of relationships to achieve their goals. At some point, they grasp the idea that tracking these relationships in a CRM system would have some benefit.

Unfortunately, managing contact records in a software system is not the same thing as building real relationships with real people.

In the CRM Strategy Sessions,  I want to help you get past all the technical jargon and "feature focus" of working in your CRM software, and instead drill down to the real reason you started using it in the first place: building valuable relationships at scale.

What we'll be doing in your CRM Strategy Session call:

First, here's something we won't be doing: clicking through your CRM to discuss features. The CRM Strategy Sessions are about your relationships with your people, not about software.

So on this call, we'll be discussing these topics, in order to help you focus on the outcomes that matter:

1. Who are your people?
2. What do they want?
3. What do you hope for in your relationship to them?
4. How can you nurture those relationships -- at scale -- to achieve those outcomes?
5. What are the immediate next steps, and interim goals, that you can aim for?

Outcomes worth aiming for:

The ideal outcome for your session will be an actionable strategy that's tailored to your goals, limitations, and audience. It's worth noting that, as with any strategic plan, the value comes in the implementation. And that implementation will be yours to do.

Depending on where you're starting from, your first steps in implementation may actually consist of research or internal team dialog. Or, you might already be at a stage where you can begin shaping your interactions with your audience(s).

Either way, be prepared: The intended outcome here is a workable strategy. And that strategy will require someone (surely yourself) to implement it.

Preparing for your CRM Strategy Session:

To get the most out of our time together, I recommend you take some time to prepare. Look through your CRM records; consider your own knowledge of your organization, and your experience so far. And let your mind wander broadly as you consider:

1. Who are your people?

Hint: They're probably not just donors. Are they also: Staff members? Board members? Successors to your own job? Service recipients? Service providers? Sponsors? Vendors? Legislators? Students? Community advocates? Potential (or dormant) contacts in any of those areas? Anyone, in area, may be "your people."

Consider as many categories as you can, and why you believe they're important to your work.

2. What do they want?

People are complicated. Their decisions are virtually never based on any single factor. They have complex motivations and desires.

Put yourself in their shoes. Consider their day-to-day motivations, hopes, and fears. Family, career, health, sense of belonging, curiosity, responsibility, obligation, sense of purpose and fulfillment ... all these things and more shape their decisions every day.

Remember, you're trying to do this from their viewpoint -- you're not looking to force a connection between them and your work. You might eventually find a natural connection, but that comes later. First, start by striving to understand them, as much as you can, through their own eyes.

3. What do you hope for in your relationship to them?

Why are you thinking of these people at all? If you could push a magic button and achieve the relationship with them that you want, what would that relationship look like -- and what would be the result of it?

4. How can you nurture those relationships -- at scale -- to achieve those outcomes?

(You'll notice these questions are getting progressively harder to conceptualize. That's okay. It's simply because each one is farther in the future from where you are now.)

Here's where the ideas start to shape themselves into a plan. This is where your abilities, creativity, and resources begin to intersect with the desires and interests of your people.

But don't get too specific just yet. Don't worry whether you'll have the funding, technical skill, or time to make things happen. Again, imagine you could push a magic button that would allow you to take action, and ask:

What actions could you take to begin building the relationships you want with these people?

If you happen to think of actions that would impact many people at once ("at scale"), that's great. But even if it would mean only reaching one individual at a time ... what actions would help to nurture that relationship in the direction you want?

So, that's the prep work.

I admit, that's a lot of preparation. If you can't get clear on all of it, that's fine. But at least start with #1 ("Who are your people?") and see how far you can get. We'll work through the rest of it -- as far as we can -- together on the call.

"Do I need a web cam for the meeting?"
We won't be screen-sharing on this call, because it's not about your website or your CRM system. So if you have a webcam, seeing each other's faces in real time can certainly help. But if you don't have one (or just don't want to use it), voice-only is fine.

"Will there be a report or written plan after the meeting?"
That's up to you. I won't be creating it, because it will be your plan. I encourage you to take notes throughout the call, and to schedule time afterward (or at least the following day) to go through those notes and actually write up a plan. If you'd like me to record the call, please ask at the beginning, and I'll happily share that recording with you afterward.

"Will there be any follow-up after this one call?"
I would actually love to follow up with you. If you're open to it, I'd like to meet with you again after one month, and then once more after two more months, to help keep you on track, tweak the plan where necessary, and hear about your progress.

"Will you be offering your services to help implement my strategy?"
No. You can always ask me for help if you want, but I will not be suggesting any billable services as a result of this call. (FWIW, this is hard for me. I have a habit of wanting to help, then suggesting solutions, then realizing it would be billable, and then, well, you know. Please forgive me if I have to catch myself mid-sentence on something like this.)


Your next steps right now:

Please hit reply and ask any questions you might have. I'll be glad to answer as quickly as I can.

But first chance you get, please scroll back to the top of this email and follow the steps to schedule your call.  You may feel like you're embarking on a big journey here -- at least I hope you do! -- but any journey begins with the first step. And scheduling your call is your first next step right now.

I look forward to hearing from you!

All the best,
A.

It’s not a donation; it’s a relationship

There's a good chance your organization accepts donations online.

And hopefully people are actually giving.

That's a big help funding the mission, of course.

But there's something even more valuable there:

A relationship.

Someone has just told you quite clearly that they value your work. They've also told you their email address, and probably their name and location.

So here’s a thought:

Take a look now and then at the content of your online donation receipts. It’s a chance to turn someone’s genuine interest into something much more than a donation.

This could be the start of a beautiful friendship, if you let it.

All the best,
A.

Someone to ask

This week I got a nice variety of questions from my coaching clients. Here's quick sampling of them:

• How do I get out of my job / hand-off CRM management to subordinates or successors?

• How are your other clients tracking contributions by board members?

• How can I list Groups, Membership and Board Relationships in a single view?

• Can we start looking at SearchKit together, maybe starting with relationships?

• Can you help me clear out extra message templates, and determine what's not needed?

• How can I monitor dkim/spf status for good email deliverability?

• We've been getting a lot of spam submissions — how can we identify them and clean them up, and how can we prevent more of the same in the future?

• We've got a relationship type that's not configured properly, and it's going to make our reports/searches difficult. How can we clean that up? Or is it even worth bothering with at this point?

• My users are getting a "white-screen-of-death" (fatal error showing only a completely white screen) on some searches. Can you help me debug that?

For each client, we were able to get to most of their questions in our sessions.

Some were longer than we had time for, so we priortized them, tackled the important and urgent ones first, and left the other for a future session.

You can see it’s a pretty broad scope, but they all have one thing in common:
Working efficiently in the CRM to effectively support the mission.

Sometimes the questions are technical.
Sometimes they’re strategic.

Many of them could be answered with a little trial-and-error or web searching.
Some are more human and open-ended.

But all of them are worth asking about, worth discussing with an experienced advisor.

Here’s the thing:

If you’ve got questions you’ve been nooding around with for a while, and not getting to an answer on your own, then ask yourself:

Who could you talk with to get some traction and start moving forward?

Find that person, and ask. You’ll be glad you did.

All the best,
A.

The guide

A couple of people responded to yesterday's email, pointing out that exploration in a new city or a big park is something of a dying art.

After all, you've got a map in your pocket that covers virtually every pathway on the planet.

Indeed. That's the other way people get where they're going: They have a trusted authority to guide them.

Most anyone in a hurry to find the Bethesda Terrace Fountain in New York's Central Park will just pull out their cell phone and follow the blue line.

But that's only because of one thing:

They've found an authoritative guide, and they trust it.

So here's the question:

Is your organization an authoritative guide for your people? Do they look to you for answers?

Because here’s the thing:

The more often you understand their needs and answer their questions reliably, the more they'll look to you first for guidance.

If you can do that, there's no better position to be in, for helping your people find their way.

All the best,
A.

There are no straight roads.

If you want your people to find their way, expect to help them at every turn.

---

Today I walked a few blocks to meet a friend for lunch. There's construction downtown, so it wasn’t as easy as I expected.

But it reminded me of an important truth about the way people navigate new situations or spaces:

We don't navigate in straight lines.

Of course, when we know the terrain and have a clear destination, we do aim for the shortest possible path.

But think about how you find your way in a big park or a new city, even if you've decided on a destination (assuming you don't have your head buried in your smart phone):

• If you're trying to find the famous fountain with the angel statue, you can't just head right for it. You go out of your way to look at signage or to peek around a stand of trees.

• If you're trying to get back to your hotel after dinner, you don't just cut through any parking lot or slip around the corners of buildings. You step out to the curb and peer down the street, or make your best guess using whatever landmarks you can find.

If you’re just looking for “something interesting to do,” you’re not even navigating anymore. You’re exploring, and that’s even more roundabout.

Here's the thing:

When your people are interacting with your organization — whether through your website, or events, or mailers, or anything else — they won't just make a beeline for your call to action.

They explore. They test. They feel their way.

Even if they know where they're trying to go (and very often, they don't even know that).

They will never navigate in a straight line.

It's up to you to provide the hints, the landmarks, and the incentives to help them find their way from one valuable waypoint to the next.

At any juncture, they may get turned around, or decided it's too much trouble, or be distracted by any sparkling object.

Do you know where you want them to go?
Are you helping them stay engaged until they get there?
Have you thought about what motivates them to move from one step to the next?

If you can get those things right, there's a good chance they'll get there.

Most of them actually want to.

But they need your help.

All the best,
A.

Videos from CiviCon 2025

Did you miss the chance to attend CiviCon 2025?

Here’s a little good news: You can see videos of the presentations online.

Here’s what’s available so far (all but the first two are short “Lightning Talks” of 10 minutes or less, so probably worth a quick look):

• 20-Plus Years: Colaborating for Good — CiviCRM co-founder Dave Greenberg

• Make New Features for CiviCRM Instantly With No Code — Coleman Watts, CiviCRM Core Team

• How CiviCRM Powers the NY State Senate — Nate Frank, New York State Senate

• New SearchKit Batch Import Display — Coleman Watts, CiviCRM Core Team

• Stepwise Workflows: Multi-Step Forms for CiviCRM — Allen Shaw, Joinery

• CiviCRM Relationship Advice — Gena Dellett, Skvare

• Must-See Extensions for CiviCRM — Jon Goldberg, Megaphone Technology Consulting

• Resource Management with CiviCRM — Lena Jukna, Systopia

• Using Composer with CiviCRM + Drupal — Mark Hanna

• Automating CiviCRM with Rules — Matt Wire, MJW Consulting

Really, I think it’s worth a moment of your time to give them a quick look. For easy reference, they’re all in linked here in a single YouTube playlist.

Of course, that’s not everything, not yet.

The all-volunteer CiviCon video team is doing some very nice editing on these videos, which presumably takes time.

There are around 20 or so still to be released.

But no need to wait! if you missed out on CiviCon, you can still learn a lot from this collection of short talks!

All the best,
A.

Pulling together

In the part of the world where I live, today is a holiday.

For me it's a day to think about the community I live in and my role in shaping it.

Most of my friends are, like myself, imperfect bundles of conflicting desires.

My country, my town, my family, we're all like that.

On the bad days, we get confused about it. We waste a lot of energy moving an inch in every direction and going nowhere.

On the good days, we have our priorities straight and give up the one thing we want for the other thing that we want more.

And usually, we find ways to work together.

On this day about halfway through the year, I hope the same for you:

Making smart trade-offs.
Remembering what you really want.
Finding like-minded folks who, though they're certainly not perfect, understand the value of pulling together.

Happy 4th. And 5th. And all the rest of them, too.

All the best,
A.

Why I'm offering the CRM Strategy Sessions

Yesterday I mentioned the availability of a few no-fee CRM Strategy Sessions, and I’ve had a few thoughtful replies already — clearly it’s something people are thinking about.

But some folks are wondering: Why give away these sessions at no cost?

To be fair, it's not entirely altruistic. Here's the deal:

I'm offering these spots to list members because you're the kind of people I enjoy working with: leaders who care about their mission and want to keep learning to move that mission forward.

And frankly, this is the kind of work that matters.

Not just learning your tools, or collecting new features. But getting real clarity about who your people are, what they need and want, and how you can align your goals with theirs so you can move forward together.

I've been helping my clients do this "by the way" for ages. But that kind of offhand support only goes so far.

These sessions are a way for me to dig deeper into that kind of work and to begin making it more of a primary offering in my services.

What I learn from these sessions will inform my own process. And what you learn will inform your process in the important work you're doing.

That means this isn't a prelude to a sales call. You should expect to walk away with a clear and actionable plan, whether we work together again or not.

If this feels timly to you, there’s still time to claim a spot.

Because after all, it doesn't matter how fancy your tools are, if you're not clear on what you're really trying to build. (And I’m just guessing here, but your mission is probably not to build a fancy CRM system.)

All the best,
A.

Announcing: CRM Strategy Sessions

This is a special offer for list subscribers. Read on if you'd like help sorting out your CRM strategy.

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Yesterday I hinted that getting great results is not so much about knowing your tools as it is about knowing your plan.

That means:

To get the results you really want, you need to to be able to articulate clearly:

Who you're trying to reach,
what you want them to do,
and how you can encourage them to do it

If you don't happen to know that, you're not alone.
But it’s not a great place to be.

Now, you may be able to get a handle on it by just sitting alone and thinking it over.
Or through some healthy dialog with your team.

But if you haven't had success with it by now, there's a good chance you need something more.

I'd like to help you with that.

Starting on July 15th, I'll be offering a limited number of one-on-one CRM Strategy Sessions, in which I'll walk with you through a process of clarifying exactly the who, what, and how of helping your constituents go from wherever they are now … to where you want them to be.

There's no fee for these sessions, and you should walk away with a clear and actionable plan.

And after all, if you’re like most of the small non-profit leaders I've talked with, the problem is not with putting in the work. It's in deciding where to invest.

I'll announce more details on the 15th.

But openings are limited, and it's first-come-first-served.

If you'd like to know more or reserve your spot, shoot me an email, and I'll save you a seat.

All the best,
A.

Why do you have a CRM?

Indulge me for a moment in a game of Let's Pretend.

Imagine ...
that you had ...
no CRM software at all.

Somehow ...
you just had a bit of magic ...
that would give you ...
any information you needed about your constituents ...
instantly.

Got it?

Now ...

What would you do with that information?

Who would you reach out to?
What would you encourage them to do?
What would you say, do, or offer to help them take that step?

Do you know?

If you do ... then that's the foundation of your communications strategy. That's what you should be trying to use your CRM for.

If you don't ... then no CRM software in the world will compensate for that.

Here's the thing:

Your CRM software is just a fancy tool with a lot of features. And like any tool, it can be sometimes fun and sometimes frustrating.

But focusing on the tool does not, by itself, lead to great outcomes.

On the other hand, getting the tool to do what you want ... can lead to great outcomes.

But only if you know what you want.

All the best,
A.