About a year ago I shared the many benefits of having an OGSM. In that post, I recommended that fundraising leaders (and their team members) create an annual Objectives, Goals, Strategies, and Measures plan and review it at least once each quarter. Despite the practical utility of this practice, I am surprised that it is not more widely used in the non-profit world.
This post is meant to provide some suggestions for fundraising managers to help their teams stay on course throughout the year. While the OGSM is a guide for the entire year, it is helpful for each individual to pause just before the beginning of each quarter and create a 90 day plan. Frontline fundraisers can create the content for a 90 plan with just a few components:
1) Closing gifts. Which open gift discussions with donors do I intend to close in the coming 90 days?
2) Gift proposals. Based on previous discussions, are there any formal gift proposals that I intend to present to donors in the next quarter?
3) Donor visits. Which donor visits are already scheduled, and which donors to I intend to meet in the coming 90 days?
4) Internal meetings. What important meetings with stakeholders (other than donors) are already scheduled, and which do I want to schedule in the next quarter.
5) Learning and Growth. Are there any conferences, workshops, webinars, or other professional development opportunities on the horizon for the coming 90 days?
6) Personal Leave. Do I have any vacation or other leave planned for the next quarter.
For the fundraising leader/manager there may be other categories of activity such as: systems, communications, marketing, budget, etc. The aim here is NOT to put every activity into the quarterly plan (that's why we have task lists and calendars). Instead, consider the OGSM and then choose the significant milestones that are to be accomplished within the next 90-days. The quarterly plan should fit onto a single page, and be displayed prominently in the workspace (or reviewed regularly if kept in electronic form).
And now comes the kicker. It is incumbent upon the leader of the team to convene a quarterly meeting with all of his or her direct reports in order to have each team member "report out" on their progress against plan for the previous quarter. This quarterly review creates trust, transparency and accountability, and is a best practice for nearly all high functioning and high performing fundraising teams.
If you have not adopted the discipline of a quarterly plan and review, I encourage you to give it a try.
