Having spent 12 years on the board of a local non-profit organization, I've been involved in "commitment raising" campaigns of various shapes and sizes. Certainly, there is the annual campaign to generate the needed operating funds, or the capital campaign to help build much needed new buildings, or the "special" efforts that support a specific need like technology equipment upgrades.
Each requires a story to be told, and each story searches to find the right motivator that will attract the givers who are moved to open their wallets in support. The approach is key, and much thought is given to how, and who to approach.
An approach we have all seen, and possibly been swayed by, is the use of small commitments to an idea, like saving an animal bound for extinction. Once a willingness to support this cause is shown, then new requests for support are offered at greatly increased frequency and amounts, and are often successful.
This pattern of interest and execution reflects a theory proposed by Robert Cialdini called commitment-consistency. (Cialdini, 2001). It works so well because our society values consistency, and we have a strong desire to behave consistently. (Vaidyanathan & Aggarwal, 2005). However, research has shown that this technique only works if the second and subsequent requests are easy to execute, because we are skeptical of motives and do not want to lose track of our intial commitment to a cause. (Vaidyanathan, et.al).
(I was just interrupted by Boy Scouts looking to sell me popcorn. They were carrying a big box, which I don't need, but I might have gone for the smaller box if they had offered it to me. And they didn't tell me what they were going to use the funds for...summer camp, new canoes, tents. I might have gone for one of these appeals.)
So, when you are working on your next fund raising effort, consider the idea of small commitments at first. Then follow with the larger "ask", but make sure the second request is consistent with the first in terms of use of funds.
And remember the Scouts...show me the little box first. It will likely lead to a bigger box next time.
References:
Cialdini, R. B. (2001) Influence: Science and Practice, 4th edn. (needham Heights, MA: Allyn &
Bacon).
Vaidyanathan, R. & Aggarwal, P. (2005). Using Commitments to drive consistency: Enhancing
the effectiveness of casue-related marketing communications. Journal of Marketing
Communications, 11(4), 231-246.
The MarCom Coach
Sunday, October 19, 2008
Sunday, October 12, 2008
Power Motivation
Power may corrupt, but it also provides a powerful motivation to reach goals, especially in the business world.
"Motivation is to inspire to work, individually or in groups in the ways such as to produce best results." (Shah and Shah, 2007). While this is grammatically fractured, it defines the essence of motication theory, that is to get the best work, presumably from employees, or from a single individual. the "Motivation" reading from Shah and Shah goes to great length to educate about various motivation theories, but interesting ly, does not select one or even hint at one they prefer.
Fortunately, there are some hidden gems in their list, and I have looked into the work of David McClelland, as he did much of his work in the motivation field working on the three primary motivators he found in his research: power, achievement and affiliation. While there is merit in each of these, I think that Power is the best example from my work experience.
During my time in huge company American companies, I saw several very senior people who were no longer motivated by money or recognition, but who thrived on the trappings of power. They welcomed the ability to change things, and did so just to prove they could. Usually these instances affected few and never became a detriment to business, they were clearly done for sport.
I have become very mindful of how my actions affect others in all aspects of my life, and I do not strive for power, but I still see this type of decision making regularly, and I feel sorry for those who wield the Power.
References:
Shah, K; Shah, P. Motivation. Retrieved October 11, 2008, from http://www.layworks.com/Motivation.html.
Chapman, Alan. David McClelland's Motivational Needs Theory. Retrieved October 10, 2008, from http://www.Businessballs.com/davidmcclelland.htm.
"Motivation is to inspire to work, individually or in groups in the ways such as to produce best results." (Shah and Shah, 2007). While this is grammatically fractured, it defines the essence of motication theory, that is to get the best work, presumably from employees, or from a single individual. the "Motivation" reading from Shah and Shah goes to great length to educate about various motivation theories, but interesting ly, does not select one or even hint at one they prefer.
Fortunately, there are some hidden gems in their list, and I have looked into the work of David McClelland, as he did much of his work in the motivation field working on the three primary motivators he found in his research: power, achievement and affiliation. While there is merit in each of these, I think that Power is the best example from my work experience.
During my time in huge company American companies, I saw several very senior people who were no longer motivated by money or recognition, but who thrived on the trappings of power. They welcomed the ability to change things, and did so just to prove they could. Usually these instances affected few and never became a detriment to business, they were clearly done for sport.
I have become very mindful of how my actions affect others in all aspects of my life, and I do not strive for power, but I still see this type of decision making regularly, and I feel sorry for those who wield the Power.
References:
Shah, K; Shah, P. Motivation. Retrieved October 11, 2008, from http://www.layworks.com/Motivation.html.
Chapman, Alan. David McClelland's Motivational Needs Theory. Retrieved October 10, 2008, from http://www.Businessballs.com/davidmcclelland.htm.
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