Читать книгу Joan Garry's Guide to Nonprofit Leadership - Garry Joan, Joan Garry - Страница 29

OK, now you're in the elevator and the same request is made. You have a greater opportunity — though it's not the kind that presents itself when you're sitting next to someone at a dinner party. It's somewhere in between.

In this situation, a mission statement won't do, especially if you have one of those really bad ones.

Note that you aren't in the full‐on solicitation business here. You don't have enough time. So what is the goal? To inform and to invite:

Get out the facts quickly — short and to the point — and then say something compelling that makes them want to know more — that invites them into a conversation.

You have 30 seconds — maybe 60, if you're lucky.

Here are a few pointers:

 No mission statement. Do not attempt to impress your listener with a recitation of your mission statement. That is not impressive. It is a bad move or a missed opportunity.

 Pretend that your audience is a 10‐year‐old kid. One time, I asked an executive director to tell me about her organization. We were at a cocktail party (not in an elevator). Twenty minutes later, she finally wrapped up.I couldn't help myself — I asked her this question next: “Do you think you might answer that question again and, this time, pretend I am 10‐years‐old?”Her response the second time was shorter. She chopped out all the jargon and spoke simply and clearly. And something about my being 10 led her to speak to me, to think about me and what would engage me. It became much less about her organization and her and much more about me.

 End with an authentic invitation. You could put it in the form of a simple question (such as “Would you like to know more?”) or ask to exchange business cards or email addresses and then follow up.

Are you thinking “one minute and I'm also supposed to get an email address?” Well, you sure ain't if you don't ask.