Skip to main content

Getting Your Message Out


Lately, I've been knee-deep in thinking about newsletters.  I just spent an afternoon with a client who wants to start a newsletter, so we poured over samples as we contemplated who would receive it, what topics would be covered and how frequently it would be produced.  Less than 24-hours later, I overheard a colleague say that his organization wanted to do a newsletter, but if it couldn't be published quarterly there was no point in doing one.  

I've also got one to assemble for my association this week.

Judging from the number of hard-copy and electronic newsletters my association receives each month, it would not be an understatement to say that they continue to be the communications backbone of most nonprofits.  These little bundles offer insights about an organization's work, build cases for support, promote programs, and acknowledge the involvement of the community.  They are the prolific example of how organizations "reach out and touch someone", even as they migrate from the mailbox to the Internet.

As with any form of communication, we need to know for whom our words are intended and what we hope to accomplish with them.  Is it too obvious to say that an organization's newsletter must help accomplish its mission?  Should it help to open new relationships with audiences as well as deepen existing ones?  Can it extend the impact of an organization's program and values?  

In surveying about a dozen newsletters for my client meeting, I looked for answers to my questions. Here's what I found topic-wise (in descending order of frequency):

1.  every newsletter surveyed promoted upcoming programs and recapped others (these included calendar listing and sign-up forms; in-depth discussions of key education and collection activities)
2.  almost every newsletter included a message from the CEO or board chair, which most often was the opportunity to make the organization's case for support
3.  many newsletters contained sidebars with the lists of trustees/staff, contact information, and acknowledgment of major donors
4.  a membership form (important to include since newsletters do get passed along or sent to nonmembers)
5.  acknowledgment of recent donors/welcome to new members
6.  announcement of grants and honors
7.  articles on related subjects
8.  board member/volunteer profiles
9.  wish lists
10.  updates from committees
11.  mission statement
12.  interviews with stakeholders

As I write my own newsletter this week, I will be keeping this list in mind.

Photo: The joy of making a beautiful newsletter by Alex Leonard 


Comments

Nina Simon said…
I strongly recommend that organizations consider creating newsletters in the form of blogs. That way, people who consume RSS can receive the newsletter on-demand in a context that allows them to re-distribute it, read it on their own time, and click through just to the articles that are of greatest interest. I consider e-newsletters a nuisance and an intrusion on my inbox; I consider blog posts a friendly list of things to read when I have the time. I have a more sustained, informal relationship with museums that blog than museums that e-newsletter me.

Plus, if you have been considering blogging, Anne's list is an easy set of readymade post types to write!

Popular posts from this blog

Three Most Important Nonprofit Executive Director Soft Skills

If you were asked to narrow down the list of executive director qualifications to the three most important, which ones would you identify? Would the list consist of soft skills, hard skills, or some combination? Would your list be based on the great ED you are or one you've worked for, or would it be your wish list for the ED you haven't been fortunate yet to work for?  This was an assignment in my recent online class in leadership and administration for the American Association for State and Local History . I asked the class to review three-five advertisements for museum directors and analyze what these listings intimated about the organization’s past experience, current focus and goals, and future aspirations. Then, I asked the class to identify what they consider to be the three most important qualifications they would look for in a director. (Okay, so there's more than three if you dissect my three big groups.)  Soft skills outnumbered hard skills, although

Back in the Saddle

MY LAST POST WAS NOVEMBER 2012, A LIGHT YEAR AWAY it seems, that marked the beginning of a long push toward completing a manuscript on history museum leadership with my co-author, Joan Baldwin.  We finally submitted 350+ pages to our editor at Rowman & Littlefield this week.  If all goes well, we expect the book to be available in early 2014.  It's taken us two years to get to this point, so six more months or so of revision and production don't seem too long to wait until we can hold the final product in our hands (and you can, too!). The project put a lot of things on hold, including this blog.  I'm glad to be back writing about intentional leadership -- leading by design -- for nonprofit boards and staffs.  Certainly, my thoughts are now informed by the forthcoming book, in which Joan and I posit that nonprofits need to focus resources on leadership, not just management.  Most cultural nonprofits are at a crossroad, as is the sector in general, where nothing is qu

What Would Make You Turn Down an Invitation to Join a Board?

THERE'S SO MUCH WRITTEN ABOUT RECRUITING BOARD TALENT, I thought I'd spend a little time thinking about it from the prospect's point of view. Clearly, there are boards where the line is long to get on them. But what would make you turn down an invitation? Here's a short list to get the conversation started: 1. You've had no prior exposure to the organization. Your immediate reaction is "did you pull my name out of a hat?" (Is that lady in the picture the head of the Nominating Committee?) Seems as though there must be a hidden agenda at work (like you're rich and once you become a board member you'll pour all your resources into the organization) or the organization is simply looking for any warm body to fill a seat. 2. The organization doesn't have a good reputation. There's something to be said for street cred. An organization that's floundering may be strengthened by your participation or you may find yourself sucked into