What needle are you trying to move?

Running an organization — nonprofit or otherwise — is kinda like flying an airplane. You know you're trying to get somewhere, and meanwhile you're faced with decision after decision.

It can feel a little like this:

Which one of these settings is for Donor Retention Rate?

Mission objectives, board requirements, regulations, income in all its forms, expenses in all their forms, staff management, internal workflows, policies, on and on.

When you get an idea that your CRM can help you with some of this, it's important to ask yourself one question:

What needle am I trying to move?

Of all the inputs and outputs your organization has to deal with, can you name even one — perhaps two or three — specific measurable changes that you want to see?

• Reduce staff workload by 10%, thereby freeing up resources for more important tasks?

• Decrease by 25% the time it takes to onboard a new service recipient, so you can effectively serve more people?

• Increase membership renewals by 20% year over year, in order to increase funding and member advocacy?

• Decrease form abandonment by 35% so you can stop losing so many sign-ups and contributions?

Here’s the thing:

Every pilot would love to “fly the airplane better," or "have a better airplane." Every airline executive and passenger would probably want that too.

But in order to do that intentionally, and not just get lucky, you have to know what “better” means, and you have to decide what specific and measurable improvements you want to pursue.

Yes, you have to keep flying the airplane you've got. The question is, where's the next best chance for an improvement? (Hint: it’s probably the one that’s aimed at a specific measurable outcome.)

All the best,
Allen