Analyze this!

Event 360 has launched a new webinar series, which gave me the fun opportunity this past week to talk for 90 minutes or so to well over 100 nonprofits about our first topic: the basics of event analytics. This is a subject near and dear to my heart, both because I’m a bit of a data geek and because so many of the groups I work with are great at tracking data but pretty poor at doing anything with it. 

The fact is, with an hour of time, a flat file of your fundraising data, and Microsoft Excel, you can get a far deeper understanding of what is actually powering (or holding back) your program. 

The webcast was recorded and archived; you can view it for free here

Don’t be afraid of your data! 

Independent Events

One of the more interesting trends in the event fundraising space is the rise of third-party events — that is, events to benefit an organization that are managed outside of the organization itself. Such events, born from an increasingly self-motivated constituency, have attractive benefits. For one, their cost is relatively low. Perhaps more importantly, they can provide a truly donor-directed experience, in that the initiatives are created and managed by the donor participants themselves.

However, such programs have large potential pitfalls — lack of control, data collection challenges, difficulty in oversight and evaluation, and possible negative brand exposure to name a few of the largest. 

My colleagues at Event 360 recently teamed up with Blackbaud to research and document some of the best practices in this emerging field. The resulting whitepaper makes for an interesting read, and a good primer to how to get some of the basics in place so that you enjoy the benefits rather than suffer the headaches. 

I invite you to download it here

From Awareness to Fundraising

One of the primary relationships in event fundraising is the link between participants and donations. In general, the more participants a program has, the more donations it should raise. This is because participants bring in donors, and donors give donations – and so as participants increase, the overall fundraising should increase as well.

However, although this is a primary mathematical relationship, it is also the number one challenge facing most nonprofit organizations. Simply put, many fundraising events underperform – not because of a lack of participants, but because the participants do not fundraise. In almost every engagement we manage, therefore, we find that at least part of our task is to take an event that has successfully created awareness and help our client transform it into a successful fundraising program.

Do your events raise awareness, but no money? Are you struggling to turn participants into fundraisers? The good news is that you can impact these results. From our work, we have identified four key steps to transform an event from a gathering of people into an effective fundraising program:

  • A well-articulated ask;
  • A segmented participant base;
  • A customized communication plan targeted to the segments; and
  • A management culture that supports fundraising.

I’ve recently written a free white-paper outlining these steps in a bit more detail. I invite you to download it here.

Remember that attendance doesn’t fuel the programs that change the world — revenue does. Best wishes and good luck!

 

Eulogy for Dad

Robert R. Shuck, my father, was killed in a car accident on November 7, 2009. His death was a shocking, heartbreaking tragedy. I delivered a eulogy at his funeral on November 12. 

I would like to start by thanking all of you who have come here today. Many of you traveled some distance and at considerable inconvenience to be here, and we are profoundly grateful.

I have struggled this week to make sense of what has happened, what is happening, and what will happen. As much as I want to reflect on what kind of person my Dad was, I have found it hard to do so. It is difficult to fully describe the soul of a person when you are immersed only those possessions they left behind. 

I have spent the last four days absently trying to sort out those possessions –- shifting through piles of paper, sorting through to-do lists, culling through files on his computer; moving from room to room, picking up books in one, picking up pictures in the next. 

I found a rake with leaves still in it, well worn, set in its place in the garage. His legacy, the tools of a patient gardener.

I found a gold star that he made, by hand, for the front door — as well as a prototype, perfectly measured, folded carefully from graph paper. His legacy, the proof of a disciplined craftsman.

I found dozens of post-it notes, with lists of tasks and bullets of thoughts and reminders. “Plan for window & door improvements in 2010.” “Children’s Books – Research.” “Ask Cathy about cheese soup recipe.” His legacy, on orange and pink squares of paper, the evidence of an ordered mind.

I found pictures of grandchildren, framed and displayed, pictures given to him and a few he took himself. I have thought about what we will do with the pictures. We will gather them up I suppose, all but the picture they represent, the legacy of a proud grandfather.

I found a journal of days, an entry book logged with comings and goings. “June 4th: 2 mile walk in park.” “October 16th: Raked leaves and trimmed bushes.” And in between the daily order, I found thoughts heartbreaking to read. “July 7th, 2007: I am not a meaningful part of my family’s lives, nor they of mine. I am too isolated.” Another entry from several months ago, after I had called him to ask that he postpone an upcoming visit, said simply: “September 5th: I was invited to stay home.” A legacy of repetition and routine. A legacy of a father too distant. 

I found the confused eyes of children too young to understand, searching for an explanation that I already know age will not provide. I found comments like those from my son: “I think Daddy wants another Dad.” No, just the one I already had. A legacy of questions. 

In a search to understand I found tire tracks in the grass and an impact in the mud. I found glass shards and pieces of plastic. I found a car crumpled, nearly snapped in two, a physics problem made real, the solution to which was blood and broken bones. A legacy of senseless violence, a horrible legacy for a peaceful man. 

None of these –- the post-it notes, the logs, the tasks, the pictures, the debris — are any part of the legacy I wish to keep, nor any part of the legacy I wish you to have. We must do our best together to remember a better legacy, a legacy more representative of the life. 

To my sister Cathy: A legacy of love from a man who cared deeply about you. Although he never could quite find a way to express it as you might have wanted to hear it, he expressed it in the way he needed to say it. You were his biggest joy. 

To my brother Tim: A legacy of pride from a father who loved you as his own and admired you more than you know. Your intellect and dedication to craft reminded him of the best pieces of himself. 

To my wife Jeanie: A legacy of tenderness from a person who reveled in your unconditional acceptance, your lack of pretense, and your caring. 

To my uncle Dave: A legacy of admiration from a brother who considered you his biggest hero. 

To my aunts Cathy and Jane: A legacy of thanks for the joy that was your family, and Mom’s. 

To our children, Dad’s grandchildren –- Matthew, Sierra, Johnny, Ellie, Celia June, Aidan, and Danny: A legacy of strength, a legacy that my grandmother called “the red blood of the pioneers” –- a legacy born of centuries working the soil, the fortitude to keep walking forward in the face of the inertia of the world. 

To the Marsicks, the Schurdells, the Krafts, and all of his neighbors and friends: A legacy of gratitude, an unarticulated thank you for the shared experiences and laughter. You brought out Dad’s best, and you understood that though he expressed himself through the dimension of science, he was far from one-dimensional. 

And to me: 

I have not been sure what my legacy is. I cannot so easily move past the debris and the broken bones. I cannot so quickly forget the journal entries and the notes, the expressions of a solitude borne somewhat unwillingly. 

And yet my legacy sits in this room. In my family –- those connected to me by blood, but more than that, in the many of you who have become my family by choice, a choice more yours than mine. Dad’s legacy to me is a quiet admonition that the human experience is not a solitary one. My friends, you have been unwilling to let me be isolated and alone, and in doing so you have helped me extend my reach further than Dad was able. My dad’s legacy is your friendship, and I am incredibly grateful for it.

We must remember that God almost never gives us what we want, but almost always gives us what we need. These gifts –- these gifts of love, pride, tenderness, admiration, gratitude, fortitude, laughter, and friendship –- these gifts are Dad’s bequest. They are to be respected, to be cherished, and above all, to be shared

This is our obligation to the patient gardener: To extend his life into the next; to multiply his blessings; and above all, to go out into the world and to sow the seeds he has given us.

The Importance of Focus

This past week I had the opportunity to lead a webinar for the Run-Walk-Ride Fundraising Council, an organization designed to support fundraising professionals who focus on athletic fundraising.

The title of the presentation was “Doing More With Less” — and not surprisingly, given the difficult economic climate, a number of nonprofit professionals came on the call hoping to find ways to stretch, pull, and tweeze their dollars.

I opened the presentation by sharing the brutal fact that if we define “doing more with less” as literally increasing activity with fewer resources, we’re in for disappointment. It can’t be done; the immutable laws of physics will get in the way. Unfortunately, we cannot create something out of nothing.

However, if we define “doing more with less” as creating better results with fewer resources, then at least have a fighting chance of accomplishing something. More than a fighting chance, actually, because in my experience a great deal of fundraising activity does little more than occupy our time, while the true results come from a few key areas — specific groups of people, specific messages, specific appeals, and so forth.

The real key to thriving in times like these is not to put on another pot of coffee and double the number of hours you and your team are logging. The key is focus. Focusing on the donors, participants, tools, and areas that bring in the results requires an ability to identify those key areas, a willingness to redirect efforts to them, and a discipline to let other activities go. 

Focus is the watchword for fundraising in a difficult climate, and the organizations that understand that are not only coping well with the recession, they are well preparing themselves for the good times ahead. 

For more information and to listen to the entire webinar, click here. (For access to the slides referenced in the presentation, click here.) 

Kellogg Commencement

Yesterday, I had the profound honor of addressing my graduating class at the commencement ceremony for the Kellogg Executive Masters Program. It was an incredible — and incredibly humbling — experience. Here, apart from a few side comments, is what I said.

——-

Dean Jain, Assistant Dean Cisek-Jones, distinguished faculty and staff, honored guests, graduates of EMP 74, and of course, classmates of EMP 73:

Thank you.

There are so many people in this room who have impressed and awed me over the past two years. I am honored and humbled to speak to you today on behalf of EMP 73.

I had a reputation – probably merited – as being one of the most talkative people in our class. Whatever the topic, I had a question about it, or a comment about it, or a question about my comment. So it is quite incredible to me that anyone in my class believes I have anything left to say. I’m sure that they figured that if they didn’t let me speak, I’d find some way to add a comment anyway.

In any case, I’ll do my best to exhibit a brevity that was absent during my two years as a student.

Please allow me to convey three messages.

First and most importantly, on behalf of my entire class, I want to thank everyone in the audience who is not wearing an academic robe. To all of the family and friends who are here today, thank you. As our wives, husbands, daughters, sons, brothers, sisters, parents, and friends, you went through the experience with us. But your part was much more difficult than ours. In many ways, you bore all of the hardships – the long days and nights, the studying, the stress, the awkward weight gain! – and yet you received few if any of the benefits. You became accustomed to eating alone, or caring for children by yourselves – and a few of you even gave birth while you shared your marriage with the EMP program. You did not embark on the experience to learn new skills, or make new friends, or expand your business networks. You supported us only because you care about us. Thank you. We want to let you know that we are profoundly grateful for your love.

And specifically to the children in the audience: We hope that you do not mistake the times we were absent from dinners, and school concerts, and swim meets, and soccer matches, and games of catch, and stuffed animal tea parties, and Lego battles as anything other than our desire to make you proud through our effort. Do not think for one moment that you are not our most important priority, because you are. Among all the marks we received during our two years, by far the most important is the grade we receive from you. We hope we ended the program with a High Pass. Thank you for being here, because you are the reason we do what we do. (And to Matthew, Johnny, Ellie, and Danny – I love you, I’m proud of you, and yes, we can finally go to the aquarium now.)

Secondly, to everyone who teaches and works at Kellogg: Thank you. Your work is superb in intent and in implementation, and you shared it selflessly with us. Thank you for shouldering our inexperience, our overconfidence, and our impetuousness with professionalism and grace. Thank you for seeing something in us that we only hoped to see in ourselves; thank you for inviting us into your circle. We hope that we make you, and the school, proud.

And finally, to the graduates in the audience, and in particular to my fellow graduates from EMP 73: So here we are. It is amazing to think that something that took so long could go by so fast. Less than two years ago we gathered for the first time in a room just half a mile up the road as the frightening realization dawned on us: The program is not only going to involve numbers, but there’s actually going to be math. And, they’re really going to test us on it.

But we overcame our fear, and soon we got into a routine. It was a routine that was hard not to like. It involved new books every six weeks, books that were labeled with our names neatly on the top. It involved weekly group meetings, and lots of lecture notes – but it also involved omelets, and quite a few more meals than normal, healthy people should eat.

It’s true that there were exams and assignments and papers, but it also turned out that there was something else – there were good people, the kind of people you’d always wish and hope that you’d meet, people who were smart and funny and challenging and inspiring. And though we came into the program thinking that the people were a way to understand the coursework, it soon became clear that the reality was just the opposite – that the curriculum was just a door into the real value of Kellogg: All of you.

And after all your effort, after all our time learning about marketing mixes and weighted-average cost of capital and the theory of constraints and pricing strategies, our reward is to be turned loose into the worst economy the world has seen in seventy years.

It would be absurd not to mention current conditions, because the impact of those conditions has been keenly felt by our class. Our classmates have seen their salaries cut, opportunities eliminated, relationships strained, and for some, jobs lost. In a better time, discussions around the dinner table might involve decisions between new career opportunities – now, the discussions are just as likely to concern loans, and mortgage payments, and dwindling retirement accounts. The news from both Wall Street and Washington doesn’t inspire many warm feelings, and it is hard not to wish for a third year of school as a refuge. One has a sense that though the exams have ended, the biggest tests are still to come.

I think, however, that this is not the right way to view the situation. We are not the next round of cattle being led to the stockyards; perhaps we – though not completely aware that we are up to the task – perhaps we are the cavalry. Perhaps we ourselves are the solution that we are looking for.

In school we talk repeatedly about Ps – about price, promotion, place, product, and of course, the biggest of all, profit. As we leave Kellogg in these uncertain times, I have a sense that we will need to focus on two more important Ps: Passion and Perspective.

Right now, the world needs people who care – people who care enough to look beyond band-aids and sound-bites to create lasting, meaningful solutions.

And the world needs people who understand that success in business is simply a tool. It is not the end goal. The end goal is prosperity and peace for our great-grandchildren. The end goal is long-term relationships that are made of respect and integrity. The end goal is workable, sustainable methods for encouraging initiative while discouraging exploitation. The end goal is less hate and more light; decreased ignorance and increased understanding; less suffering and more healing. The end goal, quite simply, is a better world. We must have the passion and the perspective to focus our businesses, our careers, and our lives on those goals.

It is true that we are leaving Kellogg with newfound knowledge. But your biggest asset is not your head, it’s your heart. Over the last two years I have had the joy of experiencing that heart first-hand, and it fills me with optimism and hope.

There is a lot to do. The world needs you. And what’s fortunate for all of us is that you are ready.

Godspeed friends. Let’s get to work.

To Our New President

Mr. President, thank you for tackling the challenges facing us. These are difficult times, and difficult times require initiative and leadership. I appreciate you wading through all the muck and mire that is required to serve as an elected official in this country. We need you.

I have no doubt that you are every bit as passionate and intelligent as you appear. But I am not counting on you for single-handed transformation. This is not because I do not believe in you, but rather because I believe in us. As an American I understand that the power of this country is in the collective, not in the one — and so my hope for you is that you help catalyze the potential in all of us. 

You cannot change things yourself, but you can help get the rest of us moving again. My sincere wish is that we are all successful. 

With hope and resolve,

Jeff

Leadership, Change, and My Mom

In early 1999, shortly after the death of my mother, I was asked to write an article on leadership and change for The Magazine of Sigma Chi. In my grief it basically became a eulogy for my mom. Today the grief is gone, although the pain remains; and the thoughts below still ring true for me.


Everything I learned about change and leadership I learned from my mother.

In the sense that the word is commonly misused, my mother was not a leader. She was not an elected official, fighting city hall, pushing with sheer tenacity a massive reform initiative through a recalcitrant legislature. She was not a military hero, storming hills, orchestrating attacks, and accepting with grace the accolades of a grateful nation. She was not the chief executive officer of a major corporation, radically restructuring a failing business around an innovative new product line. She was not a sports superstar, using her charisma and athleticism to mold a rag-tag group of misfits into a championship team.

My mother had no direct reports, no subordinates, no charges; she authored no bills, no laws, no texts, no new philosophies. And before she died of cancer two months ago, I never would have never called her a leader. But now that my family and I begin to understand the enormity of the void her absence leaves for us, we realize, at least dimly, that she truly had more claim to the title of elected official, military hero, CEO, and superstar than any of us.

Mom held us together. She made the weekly phone calls to ask us how we were. Sorting through my letters after her death, I found dozens that served no practical purpose whatsoever. She wrote to say “hello” a lot; the weather is still cold, your father is working on a new project, the cats are fine. She connected my sister and me, separated by a continent, with news and gossip, and provided us plenty of fuel for our inside jokes on just how “fine” the cats were. Mom facilitated communication.

Mom was the first to know when one of us had had a wonderful day—or a rotten one—and she made sure the rest of us knew as well. She had a way of making you feel better than you probably deserved to — but had a way of making you feel like you deserved to, as well. Mom celebrated our accomplishments.

When we were cold, or sick, or sad, she made hot cocoa—not instant hot cocoa with water, but real hot cocoa with milk. Mom took care of her people.

When my sister and I fought over Legos or about who should climb the tree first, she made us share. Mom mediated conflict. She created coalitions. She delegated. She empowered.

In short, Mom was a leader. She never asked for credit, for praise, or for reward — and because she never asked, she never received any, save the undying admiration, love, and loyalty of those she led. Like all true leaders, she operated behind the curtain, leaving for the rest of us the center stage.

Cancer, like most diseases, is cruel. But cancer has a certain evil mystique around it, an ugly reputation: If cancer were a football team, it would wear a black uniform. And when it attacks someone who has taken care of you your entire life, when it attacks your whole frame of reference, cancer seems particularly cruel.

When Mom started fighting her cancer, our lives changed — and hers, obviously, changed more than any of ours. Watching her, our peacemaker, our communicator, our fan, our leader, navigate her cancer taught me much about change and how real leaders channel it.

Change can be painful. Cancer is a change in the body’s structure. The addition of even a few of the most microscopic of cells caused my mother incredible pain in her back, her legs, her abdomen. To counter the change it causes, cancer is fought with a combination of lethal drugs and radiation, which also manifest change and pain in the body.

Mom taught me that correcting a problem can sometimes be as painful as leaving the problem alone. But usually, leaving the problem alone has much more dire consequences than dealing with the pain of change. Leaders realize this fact and are willing to make short-term sacrifices for long-term gain.

Change can be subtle. Recently I had some pictures developed from Christmas. I was shocked and deeply troubled to see how ill Mom appeared. She was gaunt and tired. I didn’t notice it at the time because I was in the situation, in the context, and had no ability to step back and see the bigger picture.

Mom, however, knew what was happening — she began saying the things she needed to say, having the difficult conversations that were worth having. We thought she was crazy. Looking back, I understand that she was looking ahead the way good leaders do. Oftentimes we don’t realize change is occurring until it is already upon us. Change doesn’t always demand that we notice it — leaders, therefore, demand that change notices them. They are intuitive and aware, and understand that small shifts in dynamics can be the signal for massive change ahead.

Change perpetuates change. By the end of her battle, Mom was taking medications to counter the effects of medications taken to counter the effects of the radiation and chemicals used to fight her cancer. Mom realized and dealt with this implication tree without missing a step, never losing sight of the core change driving the others, and never losing sight of her objective. Change creates seedlings, so leaders must see the forest and the trees.

Change is best faced with a willing and positive attitude. During one of my last conversations with Mom, she said, “I’m not ready to die. But if this is how it’s supposed to be, then this is how it will be.” Mom approached her many changes with an attitude that shamed the rest of us. She never complained, and never feared. Leaders understand and embrace change. They realize that their job is to steer the boat along the best current, not push it upstream.

Positive change requires a team. As I look back on our last few months, I’m amazed at how much effort Mom put into keeping the rest of us encouraged and motivated. The number of letters, phone calls, and visits increased substantially. At a time when she had every reason and right to ask someone else to take the lead, Mom actually increased her efforts to keep us together. Leaders understand that precisely because change is difficult, it demands extra effort be put to maintaining the welfare of the team.

But now, the leader is gone, and we try to cope with another change ourselves. We wish for things. With every new morning we revise our wishes; we recalculate our hopes and lower our expectations.

“Today I hope that I don’t cry until mid-afternoon.”

“Today I hope that no well-intentioned but misguided person will share with me their own horrifying cancer story.”

“Today I hope that I only think of the funeral three times.”

I’ve noticed a shift in those wishes, though. They have gradually become more positive. The good days are more frequent — maybe two or three a week now.

As for change, more and more now I understand its biggest attribute: Change isn’t easy — just inevitable. You can harness it or it will harness you. So lately I wake up and make a new wish: “Today I hope that I will embrace change.”

True leaders leave a positive legacy. Thanks Mom.

Talk to the Hand

As I write this, I am watching Ohio State begin to get very humiliated by a Gators team that looks like it might lead the NFC were it a pro team. In any event, the new Office Depot ad just came on. Have you seen it?

A pair of people are at work and one is staring at a very cluttered desk. He says, “I need to clean this up, but I could really use a hand.” Presto! An office depot box appears and a hand pops out of it, ready to guide the way to a pristine office. Cut to a scene where the now happy and peppy guy walks around Office Depot, pushing a cart in which sits the hand-in-a-box, pointing at file folders and plastic bins like some kind of dismembered zombie intern.

The effect on screen is not so much creepy as it is just plain dumb.

This ad can only be called a blatant rip-off of the Staples “Easy Button” campaign. I mean, it is just a total rip-off. Even worse, it is stupid. The “Easy Button” idea is pretty funny, and Staples has done a great job with it. But to take that idea, steal it, and somehow decide to blend it with the Addams Family, can only be called a colossal mistake.

Anyway, I decided to write a post about it because it reminds me of two things:

  • Groups of presumably smart people (e.g., the ad agency for and the leadership team of Office Depot) can work themselves into such groupthink that they talk themselves into believing that dumb ideas are good; and
  • The path to a bad idea often leads through an earlier good one, and sometimes leadership is about knowing when to stop walking down the path and say, “let’s try something else.”

In the meantime, will someone give Office Depot a hand?

Eulogy for My Grandfather, Warren Shuck

Warren J. Shuck, my grandfather, died in early February at age 97. He was an incredible man in the way that phrase should be used — he was honest, caring, intelligent. He had character.

I had the huge honor of speaking at his funeral.

Gramps, I found the note that you wrote to us. You had placed in the upper drawer of your desk, on top of a pile of this month’s checks. When I read it, I understood that you meant for us to find it.

You wrote,

“Now that my days are numbered and I have only memories, I think of all the things I didn’t do. I loved my family very much and was so proud of each of you but I didn’t tell you when I should have. Richard was our pride and joy, and now I don’t remember ever telling him how much I loved him. Now I wonder how I could have been so involved in the activities that had no lasting permanence and not more devoted to the things that last.”

Gramps, I want to tell you two things.

The first thing I want to tell you is that we know that you loved us. In particular, I know that you loved me. Despite what you remember, you actually told me quite often. Maybe you were different as a father, but as a grandfather you were one of the most expressive and emotional men I’ve ever met. You couldn’t say grace without crying halfway through. You laughed a lot. You worried about your family, probably too much – in fact, it was after watching you just this past December that I realized that I learned my nervous habit of picking my fingernails from you.

But most of all, you never let a visit go by without telling me that you loved me and that you were proud of me.

In the past week we have talked to quite a few people about you. Every one of them has told us how important you were. When they reminisce about you, they use words like “sweet,” “kind,” and “gentle.” You were both devoted and involved, and it has made a huge difference to the people that know you.

The second thing I want to tell you is that I know that you did not write the note simply to make yourself feel better. I know you weren’t looking for affirmation or reassurance. The note was written to us, not to yourself, and it would be missing the point to dismiss it by simply saying, “Don’t worry Gramps, we knew that you loved us.” You were trying to tell us something.

So I want to make sure you know that I have heard your message. But what I need now is some help in following it.

Gramps, you have taught me that real accomplishment is shared accomplishment. So in my dealings with my business associates, help me put integrity ahead of achievement and support ahead of success.

Gramps, you have taught me that the ties of family are tighter than the bounds of biology. So in my relationships with my relatives, help me place acceptance over agreement and reconciliation over retaliation.

Gramps, you have taught me that love is gentle. So in my marriage, teach me humility instead of hubris and compassion instead of competition. Help me to say what should be said rather than what could be said.

Gramps, you have taught me that time is precious. So in my parenting of my own children, help me practice patience. Help me overcome the tendency to train good children and instead help me raise fine men. Help me find ways to show love in action as well as in words.

Finally Gramps, you have taught me to enjoy and strive for a better life. So in my regarding of my own self and the world around me, teach me charity over criticism and courage over complacency. Help me enjoy each minute without regards to the number remaining. Help me see the beauty of life.

Lastly Gramps, I wanted to let you know that I’m sorry about the fish – I really thought they would live in the toilet. As for the fence post, I pretty much knew that would break when we hit it.

Say hello to Gram and Mom and Rich. I’ll miss you.

You are here with us every day, and we love you.

On Charity

 

The following post is an article I wrote several years ago for “The Magazine of Sigma Chi.” The idea of trying to write an article about charity that wasn’t preachy or overly moralistic appealed to me, as did the chance to politely remind a group of society’s most fortunate members about their obligations.

I’ve always been proud of this article, and though I’ve gone through a company and career change since writing it, it still reflects my best thoughts on this subject.

Incidentally, about a year after writing it, I found out the article won a first-place editorial award from the College Fraternity Editor’s Association. I received a paper certificate with my last name spelled wrong. There you have it!



It’s 5:30 in the morning and I’m driving through the fog on Wilshire Boulevard. I’m dragging myself to the gym for some much-needed exercise. It’s a short drive, but ever since my son was born in September, these drives have been few and far between. In southern California, one never has to contend with cold mornings – but in Santa Monica, where I live, the ocean breeze blows off the bay during the night and carries in the clouds from the sea. Most days, the fog conspires with my alarm clock to deter me from the trip. At 5:30, it is a victory just to be moving in the right direction. I glide my car through the haze with a sleepy sense of purpose.

I park at the Third Street Promenade, an outdoor mall near the ocean. Even draped in fog, the Promenade is a testament to the abundance of Santa Monica. The clean brick walks are lit by storefront lights shining from the uniformly polished windows of Banana Republic, Pottery Barn, Restoration Hardware, Abercrombie & Fitch. A Barnes & Noble, containing the requisite Starbucks, is just opening; a line of coffee drinkers, shrouded in mist, shuffles inside.

I read the windows as I go past: You Saw the Movie, Now Read the Book. The Look that Started a Sensation. New for Spring – Today’s Pastels. Blue Capri Pants are Inside! The signs are crisp and clear, framed in new glass and tile.

Sleeping in almost every doorway is a person in a dirty blanket.

One man has a collection of soda cups, many half-full with brown liquid. Turned on its side behind them is an instrument of the person’s work, provider of what little bounty exists around him: A hand-lettered sign reading, “Looking for work, or whatever you can offer.” His sign is neither crisp nor clear. It is black magic marker on cardboard. He’s tied a bundle of clothes in a paper bag to his ankle, precious possessions kept closely guarded. He barely moves as I walk past.

He is sleeping in front of a jeans store. A huge banner in the store window says, “Get Lucky Here.”

It is 5:30, and I am feeling triumphant that I roused myself to go to the athletic club. I walk past the man and head into the gym.

——

I work for a fundraising company. We produce large-scale events that raise millions of dollars for charity. Sometimes we net $6 million in one weekend. It is a small irony of modern life that someone like me can get paid money to convince someone like you to donate your own. In a country where anyone can grow up to be anything, I get paid to raise money.

My boss, Dan, is a dynamic, visionary man who carries his idealism like a club. He is prone to dramatic statements and unabashed advocacy for the disadvantaged. He likes to challenge people.

About Santa Monica, he loves to say, “Los Angeles is the wealth capital of America. It is also the poverty capital of America.” Statistically, he’s not correct: According to the 2000 U.S. Census, there are a dozens of cities with higher poverty rates than Los Angeles.

But it only takes one look at three people sharing a torn blanket under a J. Crew awning to see that his sentiment, at least, is right on target. In ten square miles in Los Angeles you can travel from Watts in South Central to Beverly Hills. Boyz in the Hood to the Fresh Prince of Bel Air in 15 minutes. The continuum of wealth to poverty is striking.

Just what constitutes “poverty” is up for debate. According to the U.S. Government, in 2002 if you are a family of four and make over $18,100 a year, you are not poor. $18,100 for four people. That’s $4,525 a person. A year. At almost every Sig chapter, $4,525 doesn’t pay for a semester of tuition. According to the National Education Association, the average undergraduate tuition plus room and board in the United States is almost $12,000. For the 31 million people in the United States living in poverty, this amount represents at least two-thirds of the money they see in an entire year.

Dan has always had a particular affinity for helping the poor. This past year, he created an event designed to raise money for impoverished Angelenos. Called “the Weekend to End Poverty,” it was going to be a two-day, 26-mile walk through the best and worst parts of the city. We had planned to raise several million dollars for local community empowerment programs.

In a week of advertising the event, we received over 3,000 phone calls from interested participants. But we had to cancel the walk. It turns out that most of the callers didn’t want to raise money for the poor. It turns out that they were poor themselves – and were calling to see if we could help them.

——

Long before I worked in Los Angeles, I worked at a familiar address: 1714 Hinman Avenue. I worked at the Sigma Chi Headquarters, my first job, my first love, my first testing ground for everything I believed in and believed I wanted to be. The environment, the people, and the building had the same sense of unabashed idealism I see in my current company, but it was more raw in some way. Less polished. I mean that as a compliment.

During my first year I was an Assistant Executive Secretary. (Nowadays we call them Leadership Consultants.) I traveled around for three weeks a stint, visiting Sig chapters and preaching the good word.

On those trips I learned my first lesson of business: As soon as you finish any business trip, fill out your expense report. Get your money back. Get what you have coming to you.

The Sig expense report was a bit different, though. Some ingenious Manager of Operations – I think it was Ron Lewis – had added an extra line under the total. It was a line where you could declare your expenses as a donation to the Foundation. In other words, you could fill out the report, attach your receipts, and then declare that you didn’t want to be reimbursed. Financially, the effect was the same as a donating money. The line’s presence on the expense form was a small, if not subtle, suggestion of generosity.

Most trips I ignored it.

However, one week I was submitting a small expense – $10 for taxi fare, or something of the sort – and I decided that the Foundation needed the $10 more than I did. I wrote the $10 off as a gift and submitted the report, as much to see what would happen as anything else. After a moment I didn’t think anything of it.

About a week or two later I came to my desk and sitting there was a crisp, clean envelope bearing the eagle and shield of the Sigma Chi Crest. Inside was an equally crisp letter from Boz Prichard, the then-President of the Sigma Chi Foundation. Boz was a curmudgeon through and through, cranky and grumpy and salty. The word among A.E.S.s was that you didn’t try to talk with him until you had both had at least one cup of coffee. He was quite a character. Naturally, we all loved him for it. Getting a note from Boz was a big deal.

His letter was simple. It said, “Thank you for your generous donation to the Sigma Chi Foundation. Your efforts to support your fellow brothers are a tribute to the White Cross of Sigma Chi.”

I figured it was a joke. Good old Boz! I leaned into his office to tease him in return.

“Boz, it was only $10,” I said. “You can’t be serious. Damn, the letterhead alone probably cost you $2! You probably spent more thanking me than I gave you.”

I was surprised to see a thoughtful look on his face.

“What is important, especially for a young man your age, is to make giving, to make kindness towards others, to make these things a habit – to make them part of your normal way of acting and doing,” he said.

“The $10 is meaningful because it is your first step out of your youth. $10 is your first deposit towards being a more selfless person.”

——

I am not thinking about Boz’s words at all, however, as I look over a stack of mail after work. I thumb through a small mass of bills. Everyone wants money. At the end of the pile is a package from our church, St. Monica’s.

My wife had been feeling spiritually wanting and much to her credit sought out and was confirmed in a church. In one six-month period she did more spiritual searching than I have done in over thirty years. My part in the process was to support her by attending Mass and trying to be less cynical about religion.

Our church has a yearly envelope program. You commit in advance to a weekly donation – and they send you a pre-printed envelope that you are supposed to either mail to the church or drop in the basket at Mass. Our envelopes have just arrived, and as I look at them next to phone, gas, cable, and medical bills, I am regretting that I committed us to giving so much money to the church. I look for ways to justify a lower donation. Just for this week.

I turn to my wife. “I wasn’t expecting that we’d still be getting medical bills this far after the baby was born.” I leave that trailing in the air, hoping she’ll pick up on what I’m saying.

She immediately does, and I immediately wish she hadn’t. “I already mailed in our donation to St. Monica’s for the month. We’re covered.” I mumble something about “That’s not what I meant” and flop onto the couch.

The next Sunday we’re at church. During Catholic Mass, as during many religious services, there is a point in time where an offering is made, and church members are asked to participate with their own donation. A religious passing of the hat.

There is a strange and intimate peer pressure in the process. The basket is passed from person to person. Each one tries to avoid looking at the donation made by the person next to them; each tries to avoid judging the other’s donation, or feeling magnanimous about their own. Each tries to politely look away if someone passes the basket without putting any money in.

A man in a suit next to me puts in a check. I can read the amount. It’s $100. He passes it to me with a smile, no hint of judgment on his face. I hand it off to the person next me without putting anything in. I can feel my face turning red, so I turn to the man in the suit and whisper, “We mailed in our offering.” He looks at me oddly.

As we leave, my wife is laughing. She says to me, “Why did you feel like you needed to explain our contribution to the couple next to us?”

I am annoyed with the question. I am annoyed because I don’t have an answer.

——

The word “charity” comes from the Latin word “caritas.” “Caritas” is translated literally as “love.” The King James Bible, translated from Greek versions, uses the word “charity” and “love” essentially interchangeably – for some reason, the original translators used two alternate translations of the same Greek word, “agape.”

In its original definition, charity is love made visible. Simply, the giving of oneself without expecting anything in return.

Over hundreds of years “charity” has picked up other connotations. It has a note of piousness to it: Doing something noble to help those less fortunate. And more subtly, the word has a tinge of superiority in it: Doing something noble to help those unable to help themselves. At its worst, the word is condescending and patronizing: “I don’t need your charity.”

In its superiority, in its piousness, charity for a long while became inaccessible to me. It became something that I relegated to the top shelf of Obligation. I should be help my wife with the dishes. I should call my dad when I say I will. I should give more money to charity. Charity was high on the list of things I thought I “should” do – and thus low on the list of things I thought I could do.

I remember feeling this intently in college. In my senior year I served as Pro Consul. I remember huddling with the other chapter officers at the beginning of the year. We had come back from Leadership Training Workshop and were full of ideas. We were committed to the idea of winning the Peterson Significant Chapter Award. We unstapled the six or seven page application and spread out the pages in front of us.

We began to tick of the things we needed to do to win. Submit Pledge Program. Evidence compliance with the Sigma Chi Alcohol Policy. Complete two service projects each semester.

Charity we added to the list of items we “had” to complete. We engaged in our service projects dutifully, if not enthusiastically; and though we always got something out of participation, the projects were a means to an end. We missed the chance to make each an end in itself.

After college, every graduate starts to make a living, and for me at least, ironically, with a steady paycheck charity became even more inaccessible. It became a series of responses to bulk mail solicitations. How much should I donate to the World Wildlife Fund? Is $30 enough? What if I renew my membership to the local NPR station? Is that charity?

If charity is love, rather than obligation; if charity is action, rather than response; if charity is a pursuit, than maybe there is more to it than a series of donations. Maybe one can be charitable without a self-addressed stamped envelope.

Maybe I had only half-understood what Boz meant. Perhaps he wasn’t telling me that every check, no matter how small, matters. Perhaps he was telling me that the check is the least important part.

——

One of the harshest realities of my job is that there is always demand. What I mean is: There are always people who need help.

You start by trying to learn the statistics. Usually, the numbers are daunting no matter what the issue. This year, 200,000 men will be diagnosed with prostate cancer, and over 40,000 will die from this disease. Twenty-one percent of the adult population of the United States (approximately 44 million people) read only at a first grade level. 4.2 million adults and children in South Africa live with HIV/AIDS; it is estimated that half of all young people in South Africa will die of AIDS in the absence of a vaccine. There are approximately 11.6 million children living in poverty in the U.S.

Statistics quickly become incomprehensible, and thus meaningless. What does “44 million people” mean? At a practical level, nothing. The numbers are so big that they have no effect.

So when you raise money you try to personalize things for people. Take children living in poverty. It is useless to talk about the 11.6 million children living in poverty. That number does not move people to action. In fact, some people will think about it and say, “11.6 million – in the scheme of things, that’s not that many, is it?”

Instead, a fundraiser will frame the issue like this: Think of six children you know in your life. Now decide which one of them you would sentence to living in poverty, because in America, on average, one out of six children grows up in poverty. If you had to choose, which of the six children you know would it be?

You have to get people to place their own friends and families in the situation. You have to make it real for them.

It is not always an easy. Consider this: There are 3 million women in America living with breast cancer (1 million of those don’t know it). Half will die within 20 years; about 40,000 people a year. Statistically, 40,000 people a year doesn’t seem to be that many. What’s 40,000 people a year in a country of 250 million people? It is a little over one one hundredth of one percent. It’s nothing.

Except the problem is, that one one hundredth of one percent still represents 40,000 people. Dead.

——

One of the major events my company produces is a three-day, sixty mile walk to benefit breast cancer treatment. We’ll produce thirteen of them around the country in 2002. We create a mobile city that moves with the walkers, and we support them with extensive pit and route support. Walking sixty miles in three days is not easy. It is a huge athletic feat, but for most of our walkers, the physical challenge is not the attraction.

I am reminded of this on a spring Saturday in Dallas, Texas. It is the second day of one of our three-day events. About 2,500 walkers walked 22 miles on Friday, and they have woken facing another 19 miles today. On the second day, the physical price of the first day makes walking much more challenging.

I am standing at the lunch pit stop, about halfway through the route. A woman is in the medical tent, sobbing. She missed the first day of the event, and in her vigor to compensate she has overextended herself. She has mild dehydration and has just been told by my medical crew that she is unfit to continue. She will be transported by ambulance to the camp, where she will be either monitored in our field hospital or, if her condition worsens, transported to a local emergency room. She is heartbroken.

I sit down on the cot next to her. She is wearing a visor that says, “Walking 4-a-breast.” Her face is flushed; her hair is sweaty. Around her neck hangs a picture of a young woman.

“I have to keep walking,” she says. I tell her in the kindest way possible that the decisions of our medical staff are binding and final.

“You don’t understand,” she says. She holds up the picture. “This is my sister. She has breast cancer. She’s the reason I’m here, and the reason I missed yesterday.”

I’m sure I look puzzled. She breaks down in full tears.

“I missed yesterday because yesterday I buried her.”

If every person in America had talked with the woman in that medical tent, we would have a cure for breast cancer in about a week.

——

I am not sure how it all works. I do know that people give to causes that move their souls. I am not sure how to move them.

I am not sure why I write checks to organizations that send me a pre-printed bulk letter, yet I never volunteer at the local YMCA four blocks away from my house.

What I do know is that I have many more opportunities to be charitable than I think. They present themselves at every turn. I can choose to let the person cut in front of me on the freeway; I don’t have to move ahead of them so I can be one car closer to home. I can choose to be polite to my wife, because she probably has had a harder day than I have. I can choose to talk with a homeless person on the street, and give them the money in my wallet. I can choose to believe the person will spend it wisely.

I don’t know why sometimes I choose to do those things, and sometimes I don’t.

——

It is near the end of September. I am holding my two-week old son as I watch television. He was born on September 13, two days after the terrorist attacks. We watched CNN on the 11th while we were in labor. Two weeks later, the world has begun an attempt to return to normal, and with it my son has decided that he finally wants to start sleeping. I’m not going to disturb him for the life of me.

A telethon comes on. It is raising money for the families of the victims killed in the World Trade Center. Maybe you watched it as well.

The phone is next to me. After the first song, I pick it up. My wife is nervous. “How much are you thinking?” I tell her $100. She nods.

The operator answers the phone, thanks me for my call, and asks me how much I would like to donate. I look at the television and think about planes crashing into buildings.

“$250,” I say. My wife looks at me, surprised. The operator sounds grateful, and begins taking my address and credit card information.

I look down at my son. We still have to get a crib, and a car seat. We’ve got a trip to Chicago coming up.

“I need to change my donation,” I say into the phone. “Make it $500.”

I hang up. I turn to my wife. She looks more than a bit concerned. She is trying to figure in her head how much we’ll need to borrow to avoid bouncing our rent check.

I look at my son. He is sleeping unawares. He is perfect. “We’ll make it work,” I say.

——

I am pretty sure that $500 is only numerically five times more than $100. It isn’t five times better morally. It isn’t five times more profound ethically. I am not more likely to have a peaceful afterlife because of $400. I have not earned four extra points on the cosmic scorecard.

Here’s the thing: As far as I can figure out, there isn’t a cosmic scorecard. There’s only a personal one. Ultimately, if this is a game, I am the only one who will know if I cheat.

What I do know that there is a line at which things become slightly difficult. On this side is comfort, on that side is challenge. I know that I feel safer on this side of the line – but better about myself on the far side. The passages across the line are marked with odd signs bearing uncomfortable words: Sacrifice. Selflessness. Kindness. Commitment. Perseverance. Devotion.

To get to the other side, the only prerequisite is movement. You have to start moving.

There is work to be done. There is need. There is injustice. There is inequity. There is a call to action. I decide if I answer the call.

We say, the world expects more of us than of other men. I am learning that that starts with what I expect of myself.

There is work to be done. I have to start moving.

 

Matthew and Meaning

This is one of my first and favorite web posts. It was written at what was obviously an emotional time for the country —  but in addition to the shock of September 11th, we had the joy of the birth of our son Matthew on September 13th. Our emotions were all muddled, like preschoolers muddle paint; bright and bold and dark and murky.

I thought as I publish my first posts, I’d add this one.


Somehow, someway, Matthew turned a week old yesterday. Watching him grow fills me with a sense of disbelief. I am waiting for him take his things and leave one morning, with a wave goodbye and a thank you for the milk and the diapers. I am expecting someone with a clipboard and bad uniform to show up at the door and repossess him. We’ll hand him back with a sheepish apology.

But no one comes to claim him. The astounding nature of the miracle that is a baby starts to sink in, slowly, and over the days I’ve become more willing to admit that he is here to stay. This is our baby.

It’s hard to accept. A sense of self-preservation kicks in when I look at him - “Don’t get too attached. He is fragile, and fragile things have a tough time in this place.”

Or maybe, more accurately, I am the fragile one.

This is the first definition of parenthood I’ve come to learn: An overpowering desire to control your love and hopes coupled with an overpowering inability to do so. I give in to the emotion with the dim suspicion that the other path is the path of the recluse. Not that I have any choice in the matter. He has me by the heart.

The past week has been one of new distractions and tasks - changing diapers, taking baths, watching his mother during feedings. In a week we’ve developed a new routine.

We’ve added other tasks to our routine as well. Scouring the paper in the morning for good news. Conducting seemingly endless vigils with Tom Brokaw. Repeatedly reviewing new bits of information. Connecting with family and friends many times a day to confer about the latest turns of events, conversations that on the surface are about news but at their core are about anxiety. The need to ask “Did you see that?” as a way of saying, “Will you ask me if I saw it?”

Will you ask me if I’m okay?

On the morning of Tuesday, September 11, 2001, Jeanie and I were sleeping in the guest bedroom. Guest bedroom is a bit of a misnomer - it is our everything room, with my keyboards and our office and a spare bed that happens to be much harder than our bed and thus much more comfortable to a woman in early stages of labor. My father-in-law woke us up with a phone call. Even in the confusion of early morning that was normal enough - everyone wanting to know how the baby was coming along.

“Turn on the television. They’ve bombed the World Trade Center.”

That was our introduction to the new world.

Like most everyone else, we watched in shock throughout the day. We saw the same stories and the same footage over and over, but couldn’t turn away. We watched in the hope that somehow the footage would end differently. It didn’t.

Midway through the day, Jeanie and I turned to each other with a selfish prayer: “Please God, don’t let our baby be born today.”

 In a day when many prayers were squelched by fire and steel, ours was answered.

The next day, even as we went to the hospital and began labor, we watched the news for reassurance and hope that, sadly, weren’t forthcoming. I will never forget talking with the anesthesiologist about collapsing buildings as Jeanie received her epidural. I will never forget bringing an American flag to the hospital — a nurse came to the room not to inquire after Matthew’s health but to ask “Where did you get the flag? Are there any left?”

Matthew’s birth and the terrorist attacks will forever be linked in my mind, because they are linked in reality. I sit with Matthew on my lap watching MSNBC. I receive emails from friends who thank me for the meaningful news, as if I had some role in its delivery; several people call in tears to say that his birth was the one bright spot in a dark week. I run to the store to buy diapers and notice that all the news magazines have just been released. I buy all of them without thinking.

A week later I am still in shock, still transfixed by both turns of events. It is a feeling of experiencing two shades of the same emotion: Both defy description. How can you explain one life? How can you explain thousands of deaths? I watching him breathing and I watch the towers collapsing and I can’t describe either one. An overpowering desire to control hope coupled with an overpowering inability to do so.

Last night Matthew and I watched the President speak. I look at my baby, illuminated by the glow of late-night television. He opens his eyes and grabs my hand. He is here to stay. He is life; he is renewal; he is purpose.

What has the world become? Is there a way to find meaning in this?

In this moment I understand what our friends have said. In this moment I look into Matthew’s sleepy eyes and I find my answer.

But as I turn my attention back to the speech, I listen to the President’s words and I am struck by a second, more troubling thought:

If we have found our meaning in Matthew, where will Matthew find his meaning?

And I realize my own new purpose, and the new obligation of my generation.

Because this is a question that Matthew is counting on me to answer.