Scale

As hard as you might work to “get things done” yourself, you’re going to hit a pretty hard limit of scale:

There are only 24 hours in a day.

The only way you can scale beyond that limit is by leading others to multiply your effort.

Leadership is scale.

All the best,
A.

It depends

For any goal you want to achieve, there's no One Right Way to get there.

There's also no Wrong Way.

Consider traveling from Maine to Georgia. How best to travel?

• By private jet? If you have the budget, and the preference, go ahead.

• By commercial air? Probably the most popular choice, with all of its pros and cons.

• By car? You can take the highways, or the back roads.

• By foot? Lots of people do it, with pleasure. It’s the Apalachian Trail.

You just need to know what you want, and what it’s worth to you.

(Hint: What you want is often not “the fastest, cheapest, or shortest route”.)

All the best,
A.

Getting organized

If you've ever tried to organize your home library, or your garage, or anything, you know there are always choices.

• Do I put my East Asian fiction with my East Asian nonfiction, or should I separate fiction and nonfiction entirely?

• Does this Japanese cookbook go in the East Asian section or in the cookbook section?

You have to organize your CRM data too.

• is this person's meal preference part of his individual contact record, or just his participation at this event?

• We're asking personal interest questions on this contribution page, but should that be stored as part of the contribution or the contact?

Here's the thing:

Whether it's books or data, there is no One Right Answer.

It totally depends on how you plan to use the thing later.

Where will it be easiest to find? Where will it make the most sense a month from now?

Of course it's hard to predict the future, so you make your best guess now.

It's also hard to reorganize the whole thing later, so it's worth putting some thought into it at the beginning.

Either way, with a little experience you can get it right in the beginning most of the time.

And with a little more experience, you'll understand that sometimes you guessed wrong and need to reorganize.

That's the way it goes.

All the best,
A.

Zoom out

Can you tell me what this is?

Probably not.

It's an everyday object, but this picture is zoomed in too tightly to provide enough context.

To understand what's going on, you'd have to zoom out — a lot.

Then it’s easy:

Here’s the thing:

When a problem is big and in your face, the immediate symptoms can take up all of your attention.

So it can be hard to understand what could possibly be causing it.

When that happens, take a moment and mentally “zoom out”. Consider all the elements — human and technological — that could contribute to the undesirable situation, or to a more desirable outcome.

Gather clues. Check your assumptions. Step back and try to take in the whole picture.

You’ll have a much better chance at identifying the cause, and then working toward a solution.

All the best,
A.

P.S. If you like these photos, check out Lenstore’s “Close-Up” challenge, from whence they came.

What’s wrong with this report?

You’re staring at a report that shows 300 contacts meeting certain criteria; but you know it should be 303.

Three contacts are missing.

What's wrong with this report?

The short answer is: it's a trick question. There's not yet enough information to know.

• Are the criteria really correct?

• Is there a bug in the report?

• Are those three contacts missing important data?

• Are you just using the wrong report?

I hear from clients with problems like this pretty often.

Yesterday, for example, a client reached out with just this situation.

The difference was, this time she had already thought it through carefully, and identified the three contacts who were missing important data.

Now we can focus on the real problem. Not, “What's wrong with this report?” but, “Why is that data missing?”

Here's the thing:

Problems will come up. That's life.

And the symptoms won't always show up exactly where the problem is.

By stepping back and thinking through the possible causes of those symptoms, you can avoid wasting a lot of time trying to fix a problem that doesn't exist.

All the best,
A.

The one-click unsubscribe requirement

One-click unsubscribe is one of the new requirements that Google and Yahoo are starting to enforce.

If you want your mass emails to land in the in-box for recipients at those providers, you’ll need to make sure you’re supporting this unsubscribe method.

Google says they’re requiring it for senders who send over 5,000 messages each day, but Yahoo just says they’re requiring it, period.

Fortunately, CiviCRM supports this, in versions 5.69.3 and higher.

This could be a good reason to upgrade CiviCRM, even though the latest security release is 5.65.0.

One you’re running CiviCRM 5.69.3 or higher, you can easily enable one-click unsubscribe like so:

Navigate to "Administer => CiviMail => Mailer Settings". This page displays the option "Unsubscribe Methods". Go ahead and enable all available methods:

It’s also a good idea to test this after you’ve made the changes. CiviCRM has provided online documentation covering steps to test this. It should just take a couple of minutes for you to verify.

Here’s the thing:

Crafting the very best email content for your subscribers is a usually well-placed investment, because it help you leverage the interest and good-will of your most ardent supporters.

But if you’re not landing in their in-box, they may just never see your messages.

That’s why it’s just as important — and valuable — to take the extra steps to make sure you’re in compliance with these new mass-mailing requirements.

All the best,
A.

Broomstick challenge

My 8th grade health teacher walked in and said, “You guys are being stupid.”

He pulled out a 5-foot long broomstick, pointed at me and said, “Allen, come over here.”

He drew a mark on the stick about an inch away from one end.

He said, “I want you to balance this stick vertically on your hand while looking at this mark.” And he handed me the stick, holding it vertically, with the marked end at the bottom.

I placed that end on my palm, stared at the mark — and at my palm — and gave it a try.

I couldn't keep it balanced for more than a second or two.

Nobody else in the class could either.

He said, “Here, I'll show you.”

Then held the stick vertically on his palm, with the marked end at the top, and began balancing.

He kept his eyes fixed on that mark, and within a few seconds we understood his trick.

It's a lot easier to balance that stick when you're looking at the far end.

He said, “Very good. But you're still being stupid. Too many of you are living life by staring at things that are just an inch in front of you. You'll never get what you want that way. Why aren't you thinking about where you'll be in a year, or two, or five? Pick a point in the future, keep your eye on it, and adjust as needed to stay on track.”

Here's the thing:

You're probably dealing every day with challenges to make your CRM — and your other systems, both human and technological — do what you need them to do right now.

Naturally, you need those systems to work for you today.

But at the same time: Where do you want to be with them a year from now, or two, or five?

Hopefully you're thinking about that on a regular basis. Hopefully you're taking steps to shape those systems into resources for long-term value for your organization and your mission.

It's a lot easier to balance all of that when you're looking at the far end.

All the best,
A.

Memorizing Jeopardy

Say I record an episode of Jeopardy, and memorize all the answers.

If I then watch that episode with friends, they might be impressed.

But working as a bartender based only on few memorized "Potent Potables" answers? Nobody will be impressed.

In the same way...

Memorizing a set of steps in your CRM is great for quick results the next time you're in the exact same situation.

But life is not Groundhog Day and you're not Bill Murray. You're almost never in the exact same situation twice.

All the best,
A.

Leadership is lasting

Taking action yourself is quick.

Leading others to action is lasting.

As a leader, your job is to make sure the important stuff gets done.

But it's also to make sure the work has a lasting effect, even when you're not around.

All the best,
A.

Steps vs concepts

Watching my high-school daughter study chemistry is a little window into the process of learning.

Her textbook explains the steps to solve a particular type of problem.

So the practice questions are easy.

But at the end of the chapter, there are questions for which the solution isn't obvious.

At that point, what matters is whether she's mastered the underlying concepts.

Does she really know the difference between “resonance structures” and “isomers”?

Sometimes she's curious enough to ask focused questions, and I can help.

Sometimes she's so stressed that she just stares at it in frustration. I don't blame her. This is hard stuff.

So is your CRM.

Having someone explain the steps to get a particular result is one thing. And it's useful enough, for what it's worth.

But if you don’t understand the underlying concepts, the steps are just a quick fix.

To work through the hard problems, to figure out what's going on when things don't seem to add up, you need the underlying concepts:

• What is this data?

• Where did it come from?

• Why does it appear this way in this report, but another way in that search result?

• How is all of this information connected together?

When you're stressed, you might just have to stare at it in frustration.

But when you're curious, you can ask your CiviCRM specialist or coach to help you understand what's going on.

Those conversations are a little slower, and don't always produce the immediate gratification that comes with a set of easy steps.

But they give you the understanding that will empower you at the times when you really do need answers “right now.”

All the best,
A.

Ready for changes at Gmail?

Outbound email is getting a little harder.

Starting in April 2024, Gmail and Yahoo! will enforce new requirements for what mail they’ll accept and transmit to users’ inboxes.

SendGrid and other outbound email providers are doing their best to remind folks about these changes.

Here’s a summary of some tips they sent me this week: 

• All senders: set up SPF or DKIM email authentication for your domain and verify your configuration.

• Senders of 5,000+ daily emails across any email service: set up DMARC email authentication for your sending domain; this can be set to ‘none’.

• If you don’t have this in place already (or make sure it gets done), any email you send to Gmail and Yahoo! inboxes can be temporarily deferred now, and fully rejected in April 2024.

Whether you’re on SendGrid or not, these two guides could be useful in helping you sort things out:

• SendGrid: Gmail and Yahoo’s New Requirements Guide

• SendGrid: Gmail and Yahoo’s Latest Updates FAQ

If you’re feeling a little lost or need some help, please shoot me an email, and I’ll be glad to help you get it sorted.

Either way, don’t put this off.

Your supporters do want to hear from you, and failing to meet these requirements will make that a lot harder than it should be.

All the best,
-A.

Too many contacts?

Your CiviCRM system is never going to limit the number of contacts you can have, or charge you more for adding more users.

(Some CRM providers do that.)

So there's almost never a reason to delete a contact just because you "don't need them anymore."

Duplicate contacts? Yes, merge those.

Meaningless spam contacts like "Mr. 12345"? Yes, go ahead and get rid of those.

But contacts you haven't heard from in a couple of years? Or contacts who made it into your system because of a very brief one-time interaction?

There's little expense in keeping them, and potential value in retaining them:

• If they do come around again, it will be nice to know something about your history with them.

• In the aggregate, such records contain information that could be useful in analysis of trends and common behaviors, especially if you’d like to convert more such people into active supporters. (And you would, woudn’t you?)

Yes, you might want to tag these old contacts somehow as “historical”, and you'll certainly want to maintain your mailing groups so that your mass emails are only going out to contacts who still want to hear from you.

But if you're actively segmenting your contacts, as I hope you are, then there's not much reason to completely delete their history with you just because they're not so active anymore.

All the best,
A.

P.S. To be fair, some hosted CiviCRM services (for example, CiviCRM Spark) do put a limit on the as well, but I don't think many of my leaders are using such a service — or are you?

“How you can help”

Could you do me a favor and click on this button?

Thanks. (Yes, it's just an image, but thanks for playing along.)

Now, how about I ask you to click one of these? (Again, not real buttons.)

Can you feel the difference?

There's a significant increase in the amount of thinking you have to do before you can respond to my call to action.

Here's the thing:

The more choices you give your supporters about how best to help you, the more thinking they have to do before they can help.

As that number increases, more of them will put it off until later, and for many people “later” means “never.”

So make it easy for them. Give them one choice, if you can.

And if you must make it even a little harder, make sure you have a sound business case for it — know why you’re doing it and how it’s going to help your mission.

All the best,
A.

“An extra pair of hands”

Here's a question I received last week, edited slightly for brevity:

We’ve been using CiviCRM for 3 or 4 years now. Our CiviCRM instance typically needs 3 to 5 hrs of maintenance work per month. Sometimes we just need new or improved configurations. Or we need help when one of our members reports that's something isn’t working as it should.

What do you recommend for an organization that just needs an extra pair of hands now and then for adhoc CiviCRM maintenance?

Readers of this list know I’m reluctant to recommend outsourcing the day-to-day maintenance of your CiviCRM configurations.

Instead, I encourage you to assign that work to an in-house person who is familiar with your unique needs, and who will become your in-house CiviCRM expert.

Still, outsourcing might be for you, in two very specific situations:

1. You have a business case that justifies paying top dollar for an outsider to become very familiar with your policies, procedures, programs, and people. (This is essentially a decision to build a long-term relationship with an outside partner instead of making an internal hire.)

2. You literally just need someone who will check the boxes and click the buttons at your direction, with no real understanding of your goals and mission.

In my experience, not many organizations meet those criteria.

1. If you can pay top dollar, long-term, for an outside expert who's able to internalize your organization’s goals and needs, why not make an internal hire and bring those CiviCRM skills in-house?

2. No matter how simple your CRM configuration, it's very unlikely that you literally just need someone to check boxes and click buttons. You'll probably spend as much time explaining your real situation to them as you would have spent doing the configurations yourself.

That's my view of things.

But I understand not everyone thinks like me. (Just ask my kids.)

If you'd like to give this kind of outsourcing a try, head over to the CiviCRM Partner Directory. You might just find someone there who's happy to help.

All the best,
A.

CRM, and your mission

How important is your CRM in pursuing your mission?

What if you had no formal CRM at all?

Two examples:

1. Last week I attended a conference of choral directors, which hosted 1,000 singers plus a couple thousand more in staff, chaperones, and other guests.

   From all appearances, they have no centralized CRM system for this event. Virtually all the data was managed with Google forms, Google sheets, and PayPal payments.

2. This morning I met with the director of a local organization let's preparing for their annual fundraising gala, at which they regularly raise funds for a large portion hope their annual budget.

   Their entire list of past contributors is managed in a single Excel spreadsheet.

Both of these organizations seem quite content with their methods.

Could they achieve even more progress in their mission with a more centralized CRM system?

Probably.

But the time, effort, and expense of switching their system would not be trivial. I'm certainly not going to walk in and recommend it out of hand.

Here's the thing:

Building a great CRM is not your mission. Improving your CRM is not your mission.

Any change you make to your systems requires a nontrivial investment of effort and expense.

Before you dive in on such an investment, make sure you can point to the specific mission-related outcomes that you hope it will get you.

The more specific you can get in naming those outcomes, the less likely you are to be building something that you don't really need after all.

All the best,
A.

Shared user accounts?

Your CiviCRM system is never going to limit the number of users you can have, or charge you more for adding more users.

So there's almost no reason to have multiple staff members or volunteers who log in with the same username.

On the other hand, if everyone logs in with a separate username, you get substantial advantages:

• You can easily disable accounts that are no longer needed, so your system is more secure.

• You can see who made which changes in the data, so your monitoring and training is more effective.

• You can grant each user different permission levels, so no account has more permissions than it really needs.

I've seen a couple of organizations recently who assumed it was just easier to share user accounts.

It might seem so in the beginning, but user management is incredibly easy in all of the systems that run CiviCRM.

There's no real reason to give up the advantages of separate user accounts.

All the best,
A.

$12 problems

Yesterday I broke my razor.

I'm at a hotel in Denver, so I popped into the shop in the lobby for a replacement.

Twelve bucks. For a package containing one cheap disposable razor and some shaving cream I didn't need.

Sure, that's outrageous, but I paid gladly.

Because I knew the alternatives: go around unshaven for the rest of my trip (sorry, not an option), or walk around downtown looking for a better deal (ugh).

To put it another way: I knew what I wanted (not a razor specifically, but to be clean shaven), and I knew what it was worth to me (A few extra bucks? Yes. Waking all over town? No).

Here's the thing:

Every situation is different. Our desired outcomes and their value, our budgets, our sense of urgency, our desire for quality solutions, our tolerance for risk.

Being honest with ourselves about what we want — and what it's worth to us — puts us in a good position to make decisions we can live with.

Next time you're trying to decide between hiring outside help, putting in some extra hours yourself, or taking a chance on an untested solution, just remember:

Any of those are fine options, depending on your assessment of what you want, and what it's worth to you.

All the best,
A.

Data security and your in-house CiviCRM expert

Security-related topics have been coming up in my coaching sessions quite a lot recently.

I'm really not sure why. Has there been something in the news that I've just missed?

Regardless, here's something worth thinking about:

Have you designated one person in your organization as the primary in-house administrator for CiviCRM?

If not, how can you be sure about security concerns like the following?

• Identifying sensitive personal information that's tracked your CRM.

• Ensuring that information is only accessible to the people who really need it.

• Configuring rules and permissions as tightly as possible without limiting your staff members' ability to get their work done.

• Defining and enforcing policies for password strength, multi-factor authentication, and data sharing.

• Adhering to legal requirements such as GDPR or equivalents for your jurisdiction.

• Disabling user accounts that are no longer needed.

• Defining a standardized data breach response plan, so you know when and how to act in case of possible unauthorized data disclosure.

These are not small things, but they're not to be avoided.

They're also pretty hard to outsource. The most effective approach is for someone within your organization to be responsible for covering all these bases.

Remember, your constituents are counting on you to protect their data.

It's just one more reason to designate an in-house CiviCRM system administrator.

All the best,
A.

Checklists

It used to surprise me how often I would get essentially the same "how to" question from a single client, over and over.

That happens less now, partly because I've been able to encourage folks to take one simple step to solve this problem:

Make a checklist.

The problem was not that these clients were somehow mentally deficient, any more than I am.

Because I had this problem too, until I started using checklists to keep track of my processes. I now have several checklists that I update regularly, for tasks like:

• Starting up with a new coaching client.

• Conducting a group training.

• Speaking at a conference.

• Spinning up a new hosting server for a client.

• Migrating a site from one server to another.

• Performing security updates.

• Scheduling, recording, and releasing a podcast episode.

For everyday tasks, a checklist might be more trouble than it's worth. You're probably intimate already with the details of brushing and flossing, and driving to work.

But for tasks that come up less often, or even irregularly, a checklist is invaluable, because it helps you avoid common mistakes, like:

• Skipping over important configurations.

• Failing to follow up with other staff members, contributors, vendors.

• Struggling to remember the location of that one tricky setting.

How I do it:

You can make this as complex as you want, but complexity is not necessary (and usually best avoided).

• When I have a task that's likely to be repeated more than once, and that has more than three steps (e.g., three settings forms in the CRM, three system I need to touch, three people I need to talk to), I make a checklist for it.

• The checklist includes every step I need to take to complete the task, plus extra steps for testing to ensure it's been done correctly.

• Each checklist is just a Google Doc. I keep all of them in a checklist folder and title them with the name of the task.

• While I'm doing the task, I work through the checklist. And if I find the checklist is missing a step or an option, I updat it on the spot. This ensures my checklists are continually improving and always up to date.

• If I need to hand this task off to someone else, I start by walking them through the checklist. If I'm assigning this task to them on a long-term basis, I give them access to edit, so they can keep it up to date.

Here's the thing:

Human memory is fallible, and you're just a human being.

So are the airline pilots, brain surgeons, and people in hundreds of other important positions who rely on checklists every day.

Your work is no less important than theirs. And your brain is no less susceptible to a lapse in memory.

Save yourself, and your organization, a lot of trouble, by adding checklists to your documentation plan.

All the best,
A.

Selling belief

As a community-driven organization, you probably don't think much in terms of selling.

But there are two important things people want when they contribute to your mission:

1. To believe that your mission is worthwhile, and

2. To trust that you're actually able to further that mission.

From this perspective, what you're selling is a belief.

They may like you and your work, but if they don't believe it's important, they'll likely choose to invest their time and effort elsewhere.

They may care deeply about your cause, but if they don't quite trust that you'll make a significant difference, they'll look for a better way.

So it's important that your communications tell both stories:

• Yes, there's a need. It is serious and pressing, and now is the time to act.

• Yes, we are making a difference. We've already done this much, and we're on our way to doing this much more.

By telling specific and personal stories of the need, and by showing the measurable impact of your work, you'll give your contributors — volunteers, donors, members, and advocates — the confidence they need in your mission and in your organization.

If you don't tell them (or even better, show them), they’ll never know.

All the best,
A.