Strengthening Our Nonprofit Community

Engaging Your Board in Foundation Grant Seeking by Kathryn Williams

November 7th, 2019

Family foundations comprise the largest segment of the private foundation sector, a sector that grew by an estimated 7.3% to $75.86 billion last year, according to Giving USA 2019: The Annual Report on Philanthropy for the Year 2018. Foundation giving represented 18% of all 2018 charitable dollars, which is unprecedented, both for the dollar amount and for the share of total giving.

Approaching a family foundation requires a personal connection. You can’t just send in an unsolicited letter of inquiry or grant request; no one will read it. Your Board may have the ability to positively influence the grant process.

  1. Identify connections among your Board members. Someone on your Board may have a relationship with a funder that can open doors. Gather as much information as you can about the foundation and its staff and leadership, and engage your Board to help you build a relationship with the foundation. Maybe a Board member goes to church with someone who sits on the Board of a family foundation? Or maybe they are neighbors? Ask whom they know and how they know them.
  1. Ask for an introduction. If possible, have that Board member join you for an introductory meeting with the funder. Assure your Board member that the purpose is to help you open a door to share the story of your organization, not to ask for money. Would your Board member be willing to invite a family foundation Board member to lunch? Or better yet, to meet him or her for a tour of your organization? If so, set up a visit when key staff members are available to join them.
  1. Remind Board members that their personal commitment will make a strong impression on a foundation executive. Make sure your Board member knows and can share basic facts about your organization and why he/she became involved. Staff can share additional details and answer a funder’s questions about your organization.

Remember – it’s all about building relationships. Foundations are led by boards of individuals who ultimately decide where those foundation dollars are invested. People give to people. Though family foundations are relatively small, usually don’t have paid staff, and customarily support only local causes, they are typically loyal grant makers, giving unrestricted gifts year after year to the same organizations with minimal written proposal requirements.

Cultivating a relationship with a family foundation may take months or even longer, but engaging your Board members with their foundation contacts and taking the time to build awareness and establish trust will pay off in the end.

The Room Where It Happens by Mary Moss

November 7th, 2019

If you’ve seen Hamilton, you know that the “Room Where it Happens” means more than just clever lyrics and melody. History is made by having the right people in the room, people whose actions and commitment will change everything. Alexander Hamilton was in the room, and as they say, the rest is history.

Who is in your room? As staff, do you have the right people in your room? As board or committee members, do you have the right volunteers in your room?

This past month has been an extraordinary one for some moss+ross clients. To name only a few:  * SECU Family House and Oak City Cares celebrated successful campaign conclusions * Healing Transitions and Durham Tech met huge milestones in their campaigns * Voices Together hired a Director of Development and Eno River Association hired an Executive Director * Alliance Medical Ministry created a new major gifts effort and Compass Center launched a campaign for domestic violence crisis housing in Orange County * UNC Rams Club launched ForevHer Tar Heels in support of women’s athletics * Beth El Synagogue dedicated its beautifully renovated space * Saint Andrews Presbyterian Church and The Pauli Murray Center launched feasibility studies.

What made all of this happen?  Committed volunteer leaders were in the room.  Recruiting the right volunteer leadership means starting at the top and focusing on who and what you need. As examples, Oak City Cares campaign co-chairs Trish Healy and Charles Meeker selected a team that could bring new vision to services for homelessness. Co-chairs of the ongoing Healing Transitions “Recovery Can’t Wait” campaign Carol and Bob Bilbro lead volunteers who are committed to expanding services for those caught in the spiral of addiction. Charles Helton and Laura Helton Kalorin are leading the charge to serve more patients at Alliance Medical Ministry. At SECU Family House, campaign co-chairs Becky and Bob Woodruff, Maureen O’Connor, and Matt Ewend reached out across the state. Nathan Bearman and Gary Zarkin challenged Beth El’s community with strong support from Rabbi Daniel Greyber. And community leaders Willis Whichard and Lois Deloatch are leading Durham Tech’s effort.

The take-away for those of you reading this: success depends on leadership, the right people in the right room.

  1. Start with the top leadership. Do not settle for less, because the dominoes fall from here.
  2. Define roles, and recruit for that purpose. For a campaign: passion, commitment, and willingness to make time are the answers. For a job search, ask people who know the organization’s needs. For strategic planning, seek knowledge and thinkers. Including people for the wrong reasons, such as financial capacity and political connections, may well backfire if they are not going to feel successful in doing the job.
  3. Orient, train, and evaluate all volunteers. Give them the tools to succeed, and then evaluate them.
  4. Fix what is broken. It may take a while, but fix your committee if it is not working. Do not accept the status quo if it does not have the right people on it.
  5. Manage the team well, appreciate each volunteer. Clear communication with volunteers is crucial for their success and yours. Hundreds of people were touched this month by the celebrations and gatherings of the organizations mentioned here. People may forget exactly what was said or what gifts were listed, but they will never forget how they felt when they were appreciated.  November is the month of thanksgiving, so show those in your “room where it happens” some love.

I am proud to say that at moss+ross we have the right people in our room, and each professional was hand-picked to help you mobilize your team. Let us know how we can help you be successful.

Five Ways to Become a More Effective Major Gifts Officer by Elizabeth Hopkins

August 7th, 2019

For many major gift officers, summer is the opportunity to take stock of the success and challenges of the previous fiscal year and make resolutions for the new year. The most successful gift officers embrace prospect planning to ensure they are getting out of the office to find, cultivate and solicit the best prospects. If you are at your desk more than you are out, you are missing opportunities. Meetings, database entry deadlines, reports, and proposal writing can tie you down to your desk, preventing you from your primary responsibility of engaging prospects and donors in major gift conversations.

Here are five suggestions to help you focus your work to become a more efficient, effective, and productive major gifts officer.

1. Create a personal annual development plan that includes both fiscal-year fundraising goals and engagement goals. Include a projection of total dollars raised, face to-face visits completed, and number of proposals submitted and closed. Also include a total number of specific solicitations projected by each quarter over a 12-month period to demonstrate a viable pipeline of prospects, and outline specific cultivation and stewardship events and activities. Written plans are effective tools because they clarify and focus thinking, establish context and framework for action, become the basis for year-over-year performance planning, empower major gift officers to do their best work, and ensure accountability.

2. Identify your top 10-25 prospects in your portfolio. Who has the highest capability and probability to donate a major gift to your organization? Your top prospects should include a balance of constituents at all stages of qualification, cultivation, and solicitation. Focus your prospect engagement work by fiscal year quarter to ensure that you are giving yourself specific targeted dates for moving towards a gift solicitation and close.

3. Develop strategies for each of your top 10-25 prospects. Develop written strategies for each of your top prospects so you have the roadmap of their engagement over the next year. Identify specific persons to be involved in each task, including internal partners and external volunteers. Include and track specific target dates for each action. Consistent and strategic engagement deepens the relationship between you and the prospect and the prospect and the organization – and raises more money faster and more efficiently and effectively.

4. Reserve several days a month (or more) on your calendar for prospect meetings and/or development trips. Carving out time on your calendar will help you hold yourself accountable for getting out of the office for prospect/donor meetings. Discipline in holding those dates for prospect meetings is essential to prevent the creep of office tasks taking over your calendar and keeping you behind your desk. Before you know it, critical time will have passed and you may not have had face-to-face meetings with your most important prospects. Remember that prospects very often have multiple philanthropic interests. Keeping in touch not only builds relationships with them for your organization, but it lets them know how important they are to you.

5. Add discovery/qualification prospects to your call lists routinely. It is critical to add newly identified major gift prospects to your pipeline. High-value, high-inclination prospects may be flying under the radar and are a missed opportunity if not cultivated. Engaging new prospects can also be energizing for a gift officer: helping prospects learn more about how their support can help impact your organization while meeting their philanthropic goals can help invigorate your work and give you a refreshed focus on prospect engagement.

Now is the time to commit to managing your portfolio to raise important and impactful gifts for your organization. moss+ross has worked with many clients to provide tailored major gift training and coaching that has resulted in measurable improved major gift fundraising. To learn more, contact moss+ross.

 

Elizabeth Hopkins is a Senior Associate with moss+ross.

The Extraordinary Importance of Ordinary Donors by Susan Ross

August 7th, 2019

All donors, large and small, play an important role in charitable giving, yet recent data show that about half of US families today are not giving at all, and those that do are giving less than they did 15 years ago. Research from the Lilly School of Philanthropy at Indiana University shows that this is true across the board, among all organizations.

The good news is that most nonprofit organizations are meeting fundraising goals, thanks to larger gifts from fewer donors. Pursuing the extraordinary opportunity means focusing on major gifts. But what about the “ordinary” – the small or medium-sized gift?

The stakes are high: nonprofit independence and sustainability may be jeopardized when a few very generous, very wealthy donors have all the voice and clout. Such donors usually do not want all that responsibility anyway, often urging us to “bring in more people” or “diversify our funding sources.”

As fundraisers are challenged to find more major gifts, we cannot neglect our role in seeking and engaging donors at all levels of the giving scale. While true that a campaign has to focus on the top 10-20% of prospective donors to maximize results, the broader goals are best served when we give everyone an entry ramp and help them become lifelong supporters.

I have often preached that fundraisers should treat everyone well, though it is not possible to treat everyone the same. A reasonable amount of time spent with these donors is more than justified because smaller gifts are likely to be unrestricted, providing a critical revenue source. Also, most people make their first gifts at a “test the waters” level. Make sure those new donors have a good experience by bringing them into relationship with the cause – they can become larger donors. Even if they never have the money to make a fundraiser swoon, they are great ambassadors and relationship builders.

If we take our eye off the participation goal, I fear we will miss a generation of young donors and never get a chance to worry about retaining or growing their gifts.

How do we increase the small end of the pipeline?

  • Create an overall engagement plan and a calendar that defines when and how these donors are touched. Measure what matters.
  • Thank donors quickly after a gift. With the IRS changes, donors are less concerned about filing taxes and more interested in knowing they helped. Look at your acknowledgement plan and imagine yourself as the donor – would you feel touched and appreciated?
  • Brainstorm with your board – they may have great ideas about roles they can play with these donors.
  • Have someone (board or staff) call a new donor when the first gift arrives, and yes do leave a message. Or send a very quick, very personalized email.
  • Create a test batch where you write personal notes or do a thank-you volunteer phone night and track if that increases future giving.

Donor engagement still works the way it always has: one donor, one cause, showing how gifts make a difference, saying thank you. At moss+ross, our goal is to help nonprofits build strong programs that work across the entire continuum to attract, retain, and grow donor commitment and enthusiasm.

If you need assistance with your annual mailings, contact us, and we will help you.

Interesting facts from the data: Source: Indiana University Philanthropy Panel Study 2001-2015
  • Giving by small and medium donors is down significantly, even though total giving and household giving have hit new records. 
  • Today, only about half of all households make charitable gifts, compared to 67% in 2002.
  • Median gifts are down by 14% since 2000.
  • Larger donors are giving more. Itemized giving by households earning $1 million+ grew from $7 billion to $66 billion over a 23-year period. This now represents 66% (up from 10%) of the total itemized deductions in the US. 
  • The percentage of households who can claim a charitable deduction this year is likely to be 5-10%, down from about 30% before the 2018 tax cuts.

Recipe for Nonprofit Success: Three Essential Ingredients by Mary Moss

June 4th, 2019

Imagine your organization has stopped operation. Imagine funds have run out. Imagine the population your mission supports cannot be served. Everything stops. Imagine the despair.

For the leaders at Community Music School (CMS) in Raleigh, this was reality, not imagination, and on the front page of the News & Observer a few years ago.

Fast forward to today, where CMS is thriving, growing, adapting, and serving more students as it lives into its mission To Create Brighter Futures Through Music. Fundraising numbers are way up, teachers are being recognized in myriad ways, and more students than ever are clamoring to see their brand new facility located at Longleaf School of the Arts in Southeast Raleigh.

How did this extraordinary state of affairs turn around? CMS leaders concentrated on three key ingredients. This is a simple recipe, and just like in baking, all three ingredients matter in combination. If you lack flour, sugar, or butter, you cannot bake my mother’s excellent pound cake.

Three Essential Ingredients

1. Visionary Strategic Plan – moss+ross guided them through a strategic planning process that produced a new mission, vision, core values, goals, and strategies. Focused on a big vision – opening the doors of music to all underserved youth in Wake County – the strategic plan directed that the first actions steps were to hire an executive director and create a fundraising plan.

Lesson learned: If you envision it, plan it. There is no substitute for a visionary strategic plan.

2.Strong Passionate Leadership – Board Chair Carol Holland (Vice President, Client Relationship Manager of Paragon Bank), has driven a process to expand the Board with people who love the CMS mission. They have added two new community leaders, with more to come. The Board followed the strategic plan by securing funding for a new Executive Director, Dennis de Jong. moss+ross created the job description and helped define a funding path and a process. Dennis has changed the trajectory of CMS working in collaboration with the Board and other community partners, infusing new vision and energy into the organization in a very short amount of time. Dennis’s skills and experience are a perfect match for CMS’s needs.

Lesson learned: Get the right people in the right seats on the bus. There is no substitute for leadership.

3.Compelling Fundraising Plan – A dream is but a wish without a plan – specifically, an annual written fundraising plan. Without enough funds, CMS could not execute its strategic plan. moss+ross developed a fundraising plan with a case for support that shines the light on the big vision in the strategic plan. Big donors follow big vision. Our moss+ross Interim Solutions division quickly filled their start-up staffing need – and then all involved agreed that Sarah Himmelfarb should transition from moss+ross Interim Solutions to become the new Development Director.

Lesson learned: To live into your mission, you will have to fund it. There is no substitute for money.

If moss+ross can help you create your recipe for success, let us know. For more information on Community Music School, visit the CMS website. Read about their recent fundraising event at the Governor’s Mansion where First Lady Kristin Cooper addressed the audience.

Should You Hire a Search Firm? by Fred Stang

June 4th, 2019

When your organization needs to hire a senior-level leader, you may wonder about the value of hiring a search firm versus managing the search in-house.

Searches take a great deal of thought, energy, resources and time.

Do you have the time to manage a search on your own From start to finish, a well-run search takes an incredible amount of time to do well. From revising or creating the job description, to recruitment, screening, interviews and making a decision, each step needs to be done thoughtfully and in a timely manner.  When moss+ross takes on a search, we are committed to giving your search the time it needs at each and every stage of the process.  We are skilled at keeping the process moving and the search team engaged.

Do you have the time to recruit a strong pool of applicants Posting a job on myriad websites is one way to attract your next leader.  However, your next leader might not be looking for a new job.  That’s where recruitment is so important and where moss+ross excels.  Ours is a very assertive process of discovery and personal outreach.  Your next leader might not know he/she would be happier working for your nonprofit.

Do you have the time to screen your pool of applicants Applicants can look great on paper.  You won’t really know how great they are until you talk to them and dig deeper into their experience, skills and personalities.  It takes a skilled interviewer who listens, asks the right questions, listens more and balances inquiry with inspiration.  moss+ross doesn’t just find out about the applicants, we also find out what excites them about the opportunities within your organization.  We are working to find the person who has the experience, temperament and enthusiasm to take advantage of your organization’s strengths and also the determination and smarts to confront its challenges.

moss+ross can help you find the right leader for your organization. Give us a call!

Fred Stang is a Senior Associate with moss+ross.

Your Board Really Can Be Great! by Susan Ross

April 11th, 2019

I was asked for my perspective on the probing question “Is Your Board Any Good?” in a recently released short video from local agency Angel Oak Creative.

During the filming, I suggested to the interviewer that “Is your board as good as you need it to be?” might be a better question.

At moss+ross, we work with lots of boards, and Mary and I have rarely run into one that really is not “any good.” But we have seen boards that aren’t making best use of their skills, have fallen into performance ruts or lost their focus, and have ended up being less effective than the nonprofit or institution – or their board members – deserved. Sometimes a retreat or custom training can be a big help to getting a board reengaged and focused.

Last Friday, moss+ross led a workshop with a wonderful group of folks who serve on a university board of visitors. Because this type of board is not a governing board, it has a different role to play than the more proscribed legal role of a board of trustees or board of directors. But believe me, their work matters greatly to the CEO, and their support is critical to the institution.

These leaders represent a wide variety of professions and skills, and all are passionate about the cause and want to serve it well. During the meeting, they reflected on their many successes as a board, and then challenged themselves to be even more impactful in their work.

All boards are expected to provide time, talent and treasure. Typically, members are (or have been) volunteers, are interested in the cause, bring a needed skill set, and offer a particular perspective. In the case of a board of trustees or directors, they also maintain legal and fiduciary responsibility for the nonprofit, hire and fire the CEO, and set the strategic direction of the organization.

What else can a great board do for its cause?

  • Provide a deep and diverse talent pool that the nonprofit would never be able to hire.
  • Offer guidance and input on strategic issues and policies with long-term implications.
  • Help the nonprofit stay focused on its true purpose and avoid mission-creep.
  • Serve as ambassadors for the cause, finding ways to share the story and bring new people in.
  • Support staff leadership without trying to take over and solve every problem.
  • Show that this volunteer role is meaningful to them through their time and financial support.
  • Finally, step aside at the right time so new talent can come in, while finding ways to remain engaged.

We tip our hats to all the thousands of board volunteers who make our Triangle nonprofit community thrive. If your board is ready to challenge itself to be as good as it can be, let us know if moss+ross can help!

 

Taking Time to Hire the Right Skill Set by Kim Glenn

April 11th, 2019

A familiar refrain in the nonprofit world is: The team is working at capacity and needs help. Even with the help of generous volunteers, the staff are stretched to raise enough dollars and to meet the ongoing demand for your services. Once you’re in the fortunate position of having a new position approved by your board of directors, everyone is thrilled.

But what begins as excitement can turn quickly into panic or disappointment without a good action plan. You’ve waited a long time for a new staff person so don’t rush – take the extra time to hire the right skill set.

According to the 2019 Nonprofit Employment Report, the Triangle is the nonprofit mecca of North Carolina, comprising 10 percent of the private workforce, compared to 8 percent for North Carolina as a whole. With a large and diverse pool of potential candidates, let this be a time for you to carefully evaluate your needs and consider what skills you most need to help further your mission.

Steps to Hiring the Right Skill Set:

  1. Start with your vision and mission – If your board has recently completed a strategic plan, use this as your roadmap to consider your needs. Although you and your team are in the trenches every day, think about the bigger, long-term vision and how this new staff person can help move you closer.
  2. Create a search team of key board members and staff – Engage a few key members of your board and staff to help you throughout the process. This is a big decision and their input will create a shared culture of excitement and responsibility for finding the best fit.
  3. Conduct a mini-assessment to identify your gaps – Invite the staff into this process to help you evaluate what activities can be streamlined, identify which areas need more support, and define the skills that are needed to support your efforts: fundraising, volunteer coordination, marketing, operations, or program management?
  4. Create a job description – Add an introduction to the list of roles and responsibilities to help potential candidates understand your organization, your vision, and your goals. Develop a method to evaluate candidates by identifying the five most important qualities/skills you are seeking in a candidate and rank them. Which ones are a must, and which ones are good to have? Keeping this list handy during your interviews will help you evaluate skills sets.
  5. Confirm the salary – Before posting the position, work with your board to confirm the salary and benefits package. What are your peers paying for similar positions, what’s competitive, what intangibles do you offer that could make up for a lower salary: comp/ flex time, vacation, health, or retirement. Being mission-oriented doesn’t mean you shouldn’t consider competitive wages.
  6. Post the position – Post the position in familiar nonprofit outlets, but also through your board and staff networks. Be proactive about seeking referrals, keeping a focus on the skills you are seeking. Be sure to ask candidates for a cover letter and resume, and writing samples if the position requires strong communication skills. Review candidate qualifications carefully keeping in mind the five most important qualities/skills you outlined.
  7. Develop a consistent set of interview questions – Consider group interviews with the search team so that you have the benefit of multiple perspectives.
  8. Conduct reference checks – Ask for a list of references but be sure to conduct circular references as well. While you want to be very careful with candidates who are currently employed (so that you do not jeopardize their current employment), think about widening the reference checks.
  9. Consider interim help – Evaluate if your team needs help now. A successful search can take two to three months at a minimum. Consider hiring interim staffing to help bridge the gap.
  10. Hire a search firm – Think carefully if you have the time and resources to conduct a search, and if you find you are too stretched, engage a search firm to help you with leading the search and hiring the right skill set.

 

Our experiences with Executive Searches and Interim Solutions staffing services have honed our perspective on what’s most important in the hiring process. Please reach out if moss+ross can help you develop the right action plan for adding the right skill set to your nonprofit.

Kim Glenn is a Senior Associate with moss+ross.

How Much Can You Do in an Hour? by Mary Moss

February 27th, 2019

It turns out, a lot!

Have you ever been in a meeting and caught yourself yawning without opening your mouth where your nostrils expand, and you pray no one is watching? This is a dead give-away that the meeting has gone on too long.

I am a keen observer of how different leaders run meetings. Some people process aloud, some don’t say a word, and some insist that everyone say something.  Some prefer to set a time limit; others intentionally do not. Some prepare ahead of time and follow an agenda; others cannot be constrained to an agenda.

I have become a huge proponent of the one-hour meeting. Strong meeting management values other people’s time. For example, my Rotary runs a tight ship – meetings are one hour, although people can come earlier to eat and socialize. We begin and end on time every week. In addition, two leading surgeons who have chaired campaigns told me from the get-go that we had to have one-hour meetings due to their schedules. The former mayor of a leading Triangle city runs his meetings sharply for one hour. I have not perfected it, but I am practicing what I preach.

Five tips for the one-hour meeting:

  1. A one-hour meeting must be led by someone who is not afraid to take charge of the agenda.
  2. Prepare the agenda in advance with timed agenda topics and times written on the agenda. Have a discussion in advance with key participants about desired outcomes so that meaningful discussion can be aimed squarely at the agenda topic.
  3. Plan only what you can accomplish. Think carefully about what has to happen and what can be accomplished outside of the meeting in email or with a phone call.
  4. Begin the meeting exactly on time, even if everyone has not arrived yet. You have to train the group on your expectations, which include reading all materials sent in advance of the meeting.
  5. End the meeting on time, even if items have to be deferred.

Lessons learned from my experience:

  • By practicing the discipline of a one-hour meeting, you yourself will become a better leader, more sensitive to everyone’s time, as you hone your skills on time and meeting management.
  • Everyone leaves the meeting informed, invigorated, and ready to take on next steps. You will see fewer (hidden) yawns and time-checks. People will look forward to the next meeting because they were not exhausted from this one.
  • You and others have more time in the day to do your work.

Give this a try. I think you will like what you see. One of my favorite compliments is “You ran a good meeting,” and that never happens when the meeting is too long.

Making the Most of the Midpoint by Jeanne Murray

February 27th, 2019

In the fundraising world, beginnings and endings are cause for celebration: from kickoffs and launches, to end-of-year campaigns and recognition ceremonies. Yet significant work must also happen in the middle – whether that’s in mid-fiscal year, or in mid-campaign, as many of our clients are experiencing now.

Beware of just muddling through the middle! Take proactive steps that will inspire energy and passion among your volunteers, staff, board, and donors. Rekindle that burst of energy you felt at the outset of your year or campaign with these tips.

Six tips for midpoint action:

  1. Take stock. For an annual fund campaign, examine annual giving trends, and follow up with specific donors whose gifts traditionally came in during the first half of the year but aren’t in yet. For a capital campaign, go back to your campaign plan – are you doing what you planned you’d be doing at this point?
  2. Consider a re-boot. Particularly in campaigns, there’s often opportunity to look at a prospect pool in a new way. You can segment by interests, such as creating a women’s initiative, or by activity, such as developing a plan with a volunteer group. You can plan events to bring focus and attention to the project. On-site events for capital projects or small in-home gatherings can infuse energy, and piggy-backing campaign messages into your existing events can help people see the larger vision.
  3. Refresh the inspiration. When was the last time your board considered ways they can talk about the mission? At your next board meeting, spend 10 minutes in small groups discussing easy ways to start conversations with other people about your organization.
  4. Set mini-goals (and mini-deadlines). For an annual fund that closes June 30, what can you accomplish by May 1? For a capital campaign, can you create a challenge that will encourage donors to give? We’ve seen success with a wide range of giving challenges, for example, involving small groups of leadership donors to inspire first-time givers; time-bound challenges to motivate quick action; and volunteer-led challenges that focus on the goal of participation.
  5. Communicate what you’re doing. You’re accomplishing your mission each day. Stories abound! You don’t need a campaign launch or an end-of-year push to bring attention to the good work of your nonprofit. Tell your everyday stories in media as well as in informal settings, especially with your volunteers (who are your best word-of-mouth network.)
  6. Celebrate milestones. Similar to the point about communications, you don’t have to wait for major milestones to recognize the good work of your team. Whether it is effort by staff, contributions by volunteers, reaching a nice round number en route to your goal, or celebrating achievements of those you serve – look for ways to acknowledge accomplishments.

Let the mid-point serve as the accelerator to the finish line, not just a point in the middle of the continuum.

Jeanne Murray is the Director of Marketing and a Senior Associate with moss+ross.