How To Improve? Analyze, Analyze, Analyze
When Socrates uttered his famous creed—“The unexamined life is not worth living”—some 2500 years ago, he had no idea it would one day end up on t-shirts, posters, and bumper stickers, as well as in this article. But he knew he was right. The Greek philosophers talked (but rarely wrote) about the quest for an ideal state. Discipline and introspective examination were among the greatest virtues for them. Despite some holes in their philosophy and a variety of competing beliefs since, those concepts are just as critical for a productive life today.
Fast-forward a couple thousand years from Socrates and I am sitting in an airport, watching golf on a television. In a brief segment of the show, a professional golfer is providing a little lesson on a particular aspect of performing a good golf swing. For an action that takes maybe three seconds from start to finish, he has slowed it down and is discussing one specific part that might comprise a half-second of the final product. It occurs to me, Socrates would have been a great golfer!
This kind of detailed analysis parallels the work we do in fundraising. Before every major solicitation, I sit with the volunteers and staff members who will be involved, and analyze how things ought to unfold. Most of our focus is on roughly the first ten minutes of a solicitation, when we are making our pitch and placing a specific request before the prospect. Yet, we may spend an hour or two (or more) preparing for those ten minutes. Why is there value in dissecting a thing into such fine slices? The answer has four components, and they are just as applicable in golf as in fundraising.
The swing is the thing. A golf shot might travel hundreds of yards and occupy several minutes—between the preparation, the swing, the flight of the ball, and the travel to its landing spot. Yet, the only part a golfer controls is the few seconds of the swing. Once the club strikes the ball, the athlete is no longer in control.
Likewise in fundraising. In a solicitation meeting that might last thirty minutes or an hour, we are in complete control for just a few initial minutes, making our case for support, framing the conversation, and hopefully steering the response somewhat. It is important to thoroughly analyze how we execute those few minutes because that analysis might allow us to better execute the portion of the conversation we control, and influence the portion of the conversation in which the prospect responds.
Introspection brings focus. When the time comes for the golfer to take his swing, he often works to calm himself and focus intently on the task at hand to the exclusion of the outside world. All of the spectators—even the commentators, who are sitting far away—acknowledge this by quieting themselves, speaking in whispers if at all.
Before going into a solicitation a fundraiser may follow a similar process. We calm ourselves, think through our specific tasks, and then try to let it all come out naturally. Once the solicitation has begun, we have to count on the fact that all of the preparation has sunk in and we can let our subconscious mind guide us. While a great deal of analysis is warranted in the preparation, there is such a thing as “thinking too much” at the moment of truth.
The whole, however brief, is composed of many parts. One of the simplest reasons to break down a golf swing into minute components is that there is an awful lot of content in those few seconds. There is a lot to accomplish, and each step may require the application of different muscle groups and techniques.
A fundraising solicitation is also packed with a great deal of activity. Each member of the team has a different role to play. There will be several key messages that must be communicated clearly and emphatically. The ultimate request may have different components, seeking a commitment of leadership as well as money. How the group handles the prospect’s response is a critical step. We have to anticipate potential questions and devise responses that will quell the prospect’s concerns and steer them toward a positive decision. Each of these parts must be clearly planned and assigned to the appropriate speaker. In addition, a well-planned solicitation may have an equal list of things to avoid saying.
Change is uncomfortable, but often necessary. No golfer is perfect. Every golfer wants to be perfect. Ergo, every golfer changes their approach in a continual quest for perfection. You can repeat those same sentences, substituting the word “fundraiser” for “golfer,” and it would be just as true. We analyze our delivery because that is the best way to determine what ought to be changed. Dispassionate, objective preparation is the best approach to most intellectual endeavors, whether golf or fundraising. That level and quality of inspection can often be a little uncomfortable. It is difficult to scrutinize our faults, but it is the only way we can grow.
Effective preparation must be balanced by a strong follow-up, or we will not realize our full potential. We have to de-brief our solicitations and analyze what went well and what did not. Were there surprises? Do those unexpected actions give us any guidance as to how we can better prepare next time? These processes are circular, with one solicitation leading us into the next, like successive holes on a golf course. Thankfully, in both golf and fundraising, there will always be additional opportunities to perfect our game. We all continue to prepare, analyze and work for the greatest possible result: the hole-in-one, or the generous, enthusiastic donor.