Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 6452 WWW.AGRM.ORG MARCH/APRIL 2017 DAY-TO-DAY QUOTED: HEART APPEAL Donors don’t give because you’re on top of all the details. They give because you touch their heart and show them they can make the world better in a way they care about. Your donors give to make things happen. Not to fund programs. That means all fundrais- ing should focus on the problems your donors can solve. Not the process you go through to do your work. Your processes, no matter how excellent they are, don’t cause donors to care and to give. It’s the outcomes—the delta between the world as it is and they world as it will be when they give. That’s how you reach donors and raise funds. Source: Jeff Brooks, on the website Future Fundraising Now THE IMPORTANCE OF EMPLOYEE DEVELOPMENT Consider these statistics on the effects of workplace training: Invest More in Training—The U.S. Bureau of Labor statistics found that companies with fewer than 100 employees gave only 12 minutes of manager training every six months. Employees Want More Training—74 percent felt they weren’t achieving their full potential at work due to lack of development opportunities. Convert Beliefs into Practice—56 percent of HR managers considered training and development to be an essential business enabler. Make Retaining Your Employees a Priority— Seven out of 10 respondents in a 2015 survey said that job-related training and development opportunities directly influence their decision to stay with a company. Make Workplace Training More Fun—Not only is fun training more enjoyable for the learner, but it’s also more effective, which translates into less money spent on retraining. Ineffective Training Costs Money—The total loss to a business from ineffective training is a staggering $13.5 million per year, per 1,000 employees. Source: info.shiftelearning.com SOMETHING EXTRAORDINARY Some of today’s most com- pelling organizations are doing brilliant things in simple settings such as retail banks, office cleaning companies, depart- ment stores, small hospitals, and auto dealerships. Co-founder of Fast Com- pany magazine William C. Taylor shows how true busi- ness innova- tion can spring from the unlike- liest places in his book Simply Bril- liant: How Great Organ- izations Do Ordinary Things in Extraordinary Ways (Portfolio). He offers fascinating case studies and powerful lessons that you can apply to do ordinary things in extraordinary ways, regardless of your industry or profession. MONEY FOR CHANGE Newly updated to include fresh information on the impact of generational change, using social media, multi-channel fundraising, retaining donors, and legacy giving, Fundraising for Social Change (Wiley) specifically focuses on nonprofit organi- zations with budgets under $5 mil- lion. Author Kim Klein is a recognized authority on all aspects of effective fundraising from her decades of expertise. A robust individual donor pro- gram creates stable and long-term cash flow. While basing your fundraising strat- egy on individual donors may feel like herding cats, it’s the best way for your organization to maintain maximum free- dom to pursue the mission that matters.