Word-of-Mouth Marketing

Remarkably, in a world inundated with the technological means of promoting and propagating an idea to millions, it is ‘Word-of-Mouth’, transferring a message from one person to another, that is singularly the best form of marketing a purpose, project, program, or product. Why? The former is not sticky enough, while the latter is like cotton candy on a summer day.

By now we have all heard the age-old adage that if you have an unpleasant dining experience at a restaurant, you will tell ten people while if you have a favorable meal, you will tell one, or worse: nobody. Contemporary wisdom suggests that ratio is now 100:1. Yikes!

Simply put: If you are desirous of your aforementioned project to propagate; be seen or heard outside your inner sphere of influence, aka friends and family, you’d best enlist your friends and family to share or broadcast their enthusiasm.

(Fun fact: ‘Broadcast’, a word that for centuries referred to sowing a field with seed, was co-opted by the suits on Madison Avenue in the 1920’s to describe the capabilities of radio transmission, forever shifting this tidy and productive word into the less tidy field of marketing.)

History aside, there are several great books that expound upon this concept of word-of-mouth broadcasting and entire courses taught on marketing, in general, at most of the today’s universities. In fact, although marketing is an enormous sector employing tens of thousands of professionals on every continent, many do not, or will not, advise on word of mouth advertising. The answer as to why should be obvious: there are no margins to be found, it is not a profitable way to build a marketing business. However, for the emergent bootstrapping entrepreneur or frugal leader of an efficient NPO word of mouth marketing is an excellent and cost-effective strategy to attract customers and donors!

Indeed, how does one get grandmothers to bellow from their balconies that their grandchildren have discovered the source for the Nile River and that it leads to the mystical Fountain of Youth?

In a word: Experience. They need to experience your product, program, project, or purpose. Which does not necessarily mean they need to drink your novel aromatic rose-infused limoncello to be able to garner the same enthusiasm that a true liqueur connoisseur might have (although it helps!). Instead, it may be sufficient for them to simply understand what makes it unique, what differentiates it from all of the other more established apertif distilleries; which seem to be ubiquitous these days. And, therein lies the unique challenge awaiting an innovative solution.

Taking the above example, a well-worn strategy, (enter stage left beer breweries and wineries), includes opening a tasting room, inviting the public to come and witness your distilling process and taste its byproduct. However, that is not innovative and you need not a consultant to surface that common approach.

Rather, an alternative might include offering to host a tasting for a local charity, making your product part of a signature drink at a fundraising gala or offering an oversized bottle for a silent auction. And, while we’re going down that road less traveled, why not consider co-branding a seasonal edition with a charities’ brand identity (logo), inviting them to sell bottles to their community, splitting the proceeds!

Cause-related marketing (CRM) began in the eighties (1983) with American Express launching a campaign to raise money for the restoration of the Statue of Liberty- raising $1.7 million (by charging only one cent for every transaction) which also, not incidentally, significantly increased card usage!

While CRM has evolved significantly, and many minor brands became major brands by aligning their interests with comparable -and reputable- brands. Today, with awareness of social issues at its zenith, many young people, particularly Millennials and Gen Z’s, prioritize their purchases with brands that exhibit social responsibility, perceiving them as more trustworthy and, well, socially responsible.

Summary: Your teetotaler grandmother does not need to brush her teeth with your zesty lemon liqueur to want to share the news of your product’s launch; your generous and public support of her -and others- favorite charity will give her all the motivation she needs, without the hangover!

Pro tip: Hire a consultant to lead an CRM ‘idea charrette’ (brainstorming session) with your closest advisors and/or constituents. Surface clever ideas, always on-brand, that will ensure grannie is singing your praises from the balcony!

Effective communication is best illustrated by the playful idiom: “It is the early bird that gets the worm”. However, I am equally confident that few know the full expression goes on to say: “But, it’s the second mouse that gets the cheese.” I find this expression, in its entirety, especially instructive when I think about what separates non-profit organizations from for-profit corporations.

The latter (corporations) a strong argument might make, are always scouting for and investing in new, fresh, innovative. They understand they must always differentiate if they are to remain competitive. The latter, (non-profits) on the other hand, rarely invest in innovation and, in my experience, are too busy delivering goods and services to those in need to be actively scouting for what is new or fresh, almost never asking themselves: how do we remain competitive and relevant?

In that Trident True coaches and consults to both types of organization I will instruct that this particular entry is devoted to supporting a new mental model for non-profits, with specific emphasis and counsel on the issue of the deployment of limited resources. Resources that include work, wisdom and wealth.

Most NPO’s could write the book on the lean startup (Sorry, author Eric Reis beat you to it!). Moreover, it is estimated at least 60-70% have an annual operating budget of less than $500,000. In other words, of the 1.6 million NPO’s somewhere around 950,000-1.1 million operate on a shoe-string. Yet most prevail, although few progress. (National Center for Charitable Statistics)

It seems common they simply wash, rinse and repeat their annual budget, thoughtlessly considering the expenses and income from the prior year, leaving little left over to reinvest in their … wait for it … Yes, mouse trap! Even if their trap hasn’t caught a mouse in ages. Sadly, not only are they NOT the early bird but they’re also not leaving with the cheese. Why?

The major obstacle that occurs to me is their tolerance to risk, by design many are led by individuals who are simply risk-intolerant. Conversely, for-profits are often risk-inclined. And for good reason. Leaders, including handsomely rewarded executives and trustees, not to mention their share-holders, have expectations that this year will do better than last year.  It better, or heads and salaries will roll!

Worse still is the fact that a surprising number of NPO’s have endowments, money reserved for rainy days, built up over the years often as a result of a major campaign or a solid planned-giving program. However, every day that ends in a Y seems to be a rainy day for some of those in positions of leadership. Not often heard are the words: “Why put my head out further, or my hand, if there is a cache of resources able to balance the budget at the end of the fiscal year?” Rare, brave (foolish?) souls have dared to say that out loud! But, trust me, many have thought about it! Counter intuitively, the charitable sector culture not only supports it but encourages it.

Not surprisingly this mental model, a tendency to imagine scarcity rather than abundance, has failed time and time again. Quite frankly, the sophisticated donor community is tired of this approach and many have begun to expect their beloved charities to function more like a business, than a … charity case. Increasingly many have begun to devote resources to side hustles, programs and projects that generate fees for services. Moving the risk dial slowly and steadily from adverse to inclined- and finding themselves rewarded for their efforts!

I would offer the following great reads (see below) if this is an area of interest, and emphatically encourage all readers to be advised this is a well-discussed topic in the nonprofit sector and for good reason. Furthermore, I warmly ask you, or your organization’s leadership, if disinclined, to query yourself: Why not? (Taking into account that some charities, given their mission, simply can not i.e. many on the front lines of health services fields).

Once you’ve pondered that question, or if you need support unpacking it, consider the highly regarded resources listed below. And, in advance, I would remind the ambitious non-profit executive that the robust reasons to consider diversifying revenue streams includes:

  • Potential for financial stability
  • Improved organization sustainability
  • Increased programmatic flexibility
  • Reducing dependency on fickle or cyclical external funding
  • Diminishing donor fatigue or patron attrition

As mentioned above, there have been countless studies, papers and articles on this subject. Some of my favorite include:

  • “The Importance of Diversifying Revenue” by the Nonprofit Finance Fund
  • “Earned Income Strategies for Nonprofits” by the National Council of Nonprofits.
  • “The Lean Nonprofit: How to Use Data to Fuel Your Earned Income Strategy” By the Nonprofit Quarterly.
  • “Creating a SustainableNonprofit: The Case for Generating Earned Income” By the Urban Institute.
  • Case Studies of Successful Nonprofit Earned Income Models; check out YWCA, Habitat for Humanity or Goodwill Industries.
  • “Nonprofit Sustainability: Making Strategic Decisions for Financial Viability” By Jeanne Bell.

In summary, I’ll leave you all with this final question to ruminate over, preferably in an Adirondack chair overlooking the … Adirondacks!

If you could enjoy a wheel of cheese every day, name your favorite?

Some of my go-to’s include: Nutty Parmigianna, Maytag Bleu, Buffalo Mozzarella, or soft, buttery Brie. Just saying.

Pro-Tip: Be the second mouse, not the trap!

Transforming Conflict into Compassion: The Philanthropic Spirit and the Call to Beat Swords into Plowshares

The phrase “beat swords into plowshares,” rooted in biblical scripture, captures a profound philosophy: the transformation of weapons of war into tools for peace and nourishment. This idiom serves as a poignant metaphor for the work of philanthropy in today’s world. As conflict, inequality, and suffering continue to plague our societies, (consider the invasion of Ukraine, the atrocities of October 7 or siege of Gaza) philanthropy stands as a beacon of hope, urging us to redirect our resources and efforts towards healing, nurturing, and rebuilding.

Philanthropy can be viewed as the antithesis of the swords—those instruments of violence and disparity. It champions the ideals of community, welfare, and support, which serve as the very foundation for a more equitable society. The call to beat swords into plowshares extends beyond mere financial contributions; it encompasses a holistic approach to addressing societal issues with compassion and understanding.

The Power of Transformative Giving.

In its essence, philanthropy represents an act of giving that transcends financial support. The commitment to transform societal conditions often demands not just monetary investment but a strategic, well-thought-out approach toward addressing systemic issues. With each act of generosity, we create a plowshare—a tool that cultivates growth, sustenance, and harmony within communities.

Philanthropic initiatives that emphasize education, healthcare, and economic development are prime examples of beating swords into plowshares.

Organizations that focus on creating educational opportunities dismantle barriers that have long perpetuated cycles of poverty and ignorance. By investing in education, philanthropists cultivate fertile ground for knowledge, empowering individuals to break free from the constraints of their circumstances.
Take, for instance, the stories of successful educational philanthropists such as Bill and Melinda Gates. Their foundation has directed billions toward improving educational access and quality, particularly in underserved communities. By transforming financial resources into educational tools, they have cultivated a generation equipped to challenge inequities and contribute positively to society.

The Role of Philanthropy in Conflict Zones
In regions that have been ravaged by war, the call to beat swords into plowshares becomes even more urgent. Philanthropy plays a critical role in conflict resolution and post-conflict reconstruction. Initiatives that focus on humanitarian aid, infrastructure rebuilding, and psychological support for victims of violence are essential for fostering resilience and healing.

For example, organizations like Doctors Without Borders provide crucial medical support in war zones, often confronting conflict head-on by prioritizing human life over political agendas. Their relentless efforts to treat the injured and ill reflect the spirit of transforming conflict into compassionate action. The act of extending a hand to those affected by violence embodies the essence of beating swords into plowshares, proving that love and healing can emerge even from the darkest circumstances.

Philanthropy as a Catalyst for Systemic Change
While individual acts of philanthropy are undoubtedly impactful, true transformation often requires addressing the root causes of societal issues. Philanthropy must evolve into a force that not only alleviates immediate suffering but also advocates for systemic reform. By supporting policy changes and community-led initiatives, philanthropists can amplify their impact and ensure that their resources contribute to lasting change.

The rise of social entrepreneurship illustrates this transformative approach. Organizations like TOMS Shoes and Warby Parker not only donate products but also develop business models that sustain their philanthropic efforts. By aligning profit motives with social good, these enterprises go beyond temporary assistance. They embody the act of turning swords—profit-driven motives—into plowshares that nourish communities and create employment opportunities.

Furthermore, philanthropic organizations that prioritize environmental sustainability deserve recognition for their role in beating swords into plowshares. Initiatives aimed at combating climate change serve a dual purpose: mitigating environmental harm and promoting social justice. By investing in renewable energy, conservation, and sustainable farming, philanthropists can help ensure that future generations inherit a world where nature thrives, and equity prevails.

#### The Critique of Philanthropy
Despite the positive impacts of philanthropy, there are critiques that require consideration. Some argue that philanthropy can perpetuate existing power dynamics, giving wealthy individuals undue influence over public policy and social norms. This criticism is valid; thus, it is essential for philanthropists to engage with communities authentically

A Call to Action
The challenge before us is profound yet clear: we must harness the philanthropic spirit to combat the many ‘swords’ facing our communities—inequality, conflict, and injustice. Every individual has the power to contribute, regardless of wealth, and the collective effort can alter paradigms.

Today, as we sit amid divisive societal tensions and global crises, the call to turn swords into plowshares resonates more than ever. Whether through donating time, resources, or skills, we have opportunities to cultivate love and resilience in our communities. By investing in grassroots organizations and supporting movements advocating for justice and equity, we join the ranks of those who strive to make peace more than an abstract idea.

Conclusion
In conclusion, the idiom ‘beat swords into plowshares’ serves as a guiding principle for philanthropy, symbolizing the transformative power of compassion and commitment. As we witness the world grappling with its myriad challenges, our response must be rooted in empathy and action.

IOW: Philanthropy is not merely an act of giving; it is an invitation to participate in a larger narrative of peace, healing, and growth. By trading swords for plowshares, we can pave the way for a brighter, more equitable future for all.

In a world so desperately needing love, understanding, and action, the true challenge lies in how we choose to respond to the call, transforming our resources into lasting contributions that nurture our global community.

Leadership, by definition, is fraught with dangers both real and perceived. It often requires bold action, and a keen ability to articulate a vision that others may or may not be inclined to share. The idiom Sword of Damocles- as many enthusiasts of Greek literature know- symbolizes a constant and imminent peril or threat hanging over a person, especially one in a position of power.

In this post we hope to share some ideas on how one might diminish this fear, offering some tools, mental models, enabling a leader to move forward with confidence realizing a vision with as few obstacles, real or imagined, as is possible. And when those truly obstinate hurdles present themselves, we’ll share how to overcome them like an Olympian track and field gold medalist!

Let’s first unpack that which is real and that which is not. Usually this requires making a list. So, with pen in hand, make a list. What concerns you most about whether or not this bold, novel concept may or may not work?

On one side of your paper write: Possibilities and on the other write Obstacles. Some of you familiar with a SWOT analysis may find this analogous, which is fair, but this is much easier and quicker. Moreover this will also enable you to separate true angst-inducing concerns from those that are more subjective, tied into beliefs.

Examples of emotional or psychological obstacles might include:

  • There is not enough time in the day.
  • I lack the willpower or stamina for the duration of the project.
  • I am an amateur, or worse, an imposter.
  • The space is crowded, there are too many other businesses or organizations in this space already launching a similar product or capital campaign.
  • It is impossible to be heard in today’s marketplace.

Let me assure you regardless of how long your list is, most, if not all, are simply figments of your lack of imagination. In other words, ask yourself, three times, with each example: Is that true? Is that true? Is that true? Byron Kaitie wrote a great book on this subject (‘Question your Thinking’). I employ this pneumatic often when confronted with that which seems impossible. It works. Usually on the third recital of the refrain it occurs to me there is light shining through the armor. (Thank you Leonard Cohen!)

Let us now focus our energy on that which is real, a true obstacle- see examples below. Begin to tease out various ways in which we might persuade ourselves to look at them differently.

Examples of real obstacles might include:

  • I lack the financial resources or reserves required to grow.
  • I am not a great public speaker.
  • The team lacks the capacity to think BIG.
  • We can not afford to compete with the behemoths in this space.
  • It would require a complete re-assembling of our company or organization.

Now that we have separated the wheat from the chaff, meaning you have identified the real challenges versus the emotional concerns, let’s think about how to think about each of those on your list, let’s pole vault those temporary hurdles!

Not enough financial reserves:

  • Have you exhausted your banking relationship?
  • Have you circled back to your most ardent fans, investors?
  • Can you quickly create a crowdfunding campaign?
  • Can you sell advance orders?

IOW: gather your team for a two hour brainstorming session to determine best next step(s). You will be surprised to learn there are far more better ideas than I’ve listed. You’ve got associates that once invited into the conversation will delight in being part of the solution.

Next hurdle to jump: I’m not a good public speaker.
Guess what few are. The difference between poor, good and great is remarkably small. The key ingredient: Preparation! As football legend Guy Lombardi once famously quipped, “practice does not make perfect, perfect practice does”. Write your speech out, days in advance, weeks if you can, and ask your colleagues, spouse, children- even your dog!- to listen. I guarantee by the 4-5th sharing it will be well on its way to great!

I think by now you’re picking up what I’m laying down. Use your environment as witnesses and prepare in advance, in the middle and … after the presentation, too!

That sword we mentioned at the top of this post is nothing more than a butter knife-use it to spread the good news: You are both confident and competent, you only need to think outside the square, and prepare. Let us at Trident True show you how!

Pro-tip: there is a great organization called ‘Toastmasters International’ convening monthly in most major cities, and towns. It’s a meetup for emerging leaders seeking to level up your public speaking skills and confidence. Go to one of their meetups. It’ll change your life -and cost you little more than time. Again, consider and use your social environment!

There’s a lot that’s been said lately about both presidential candidates and interviews they agreed to with reporters and news networks that were not necessarily aligned with their views. One pundit after another repeated that the two prospects for the highest office in the land were “entering the Lions’s Den!” As if they were gladiators about to wrestle with real man-eaters.

I am sure more than a few of you reading this post consider Board Meetings a proverbial ‘Lion’s Den’. And, as with anyone about to enter a coliseum with a known Jungle King, or pride of them at that, you suit up accordingly. In other words, you prepare to defend- as if your life was on the line.

Or, for others, it may be an annual review with your boss, or the presentation of a doctoral thesis, or pitching a new concept at a prestigious entrepreneurs start-up conference … Regardless of the occasion, I suspect we all resort to the well-known fight or flight construct, and with flight not being a reasonable option, begin preparing a defensive posture.

Taking stock of our embodied stance we quickly realize our breath is shallow, eyes are alert, heart is pounding. Sweat beads on the temple and the throat becomes dry. We silently wish we had a glass of water at arms-length.

This, however, is the part of the movie known as ‘breaking the fourth wall’. I’m going to break from character, in this case as the narrator of a trailer for a cheesy horror film, and ask you to consider taking a different approach; to use an alternate mental model if you would. What if, rather than a Lion’s Den, it was a Field of Dreams? Instead of parched bones being scattered about on the dirt floor it was brilliant yellow sunflowers as far as the eye could see.

Instead of moving away from the center of action, move towards it. Gather an armload of these charismatic efflorescences, imagine the look on your loved one’s face when you show up for dinner, early for a change, with this bountiful bouquet!

All it takes to switch from this one frame to another is to change your belief. And, here’s the really good news: changing your belief is neither painful nor expensive. It does not require weeks of preparation nor does it require ensuring you have adequate financial resources, aka cash, at the ready.

Changing one’s belief is simply a request you make to yourself to reconsider the situation. Once your initial, often embedded, belief has been sufficiently suspended consider anew how best to prepare for this alluring construct. How can I gather from this saffron sea of abundance? How might I enlist others to support harvesting this bumper crop of knowledge and wisdom?

We all know the shop0worn adage: if you want to be a better writer, read more. Similarly, if you want to be a better leader: reimagine more! Leadership requires confidence, competence and creativity- if you want others to follow. Competencies come in many shades and no one possesses all of them, although, truth be told, I’ve met more than a few windbags at cocktail parties -and board meetings- who might think, behave or perform as if they do. Confidence is another story. Creativity can be cultivated.

Once you have exhausted studying the attributes of other successful people, (BTW: ‘studying’ might include attending lectures and seminars, taking a class, subscribing to podcasts hosted by subject matter experts in your field, or creating an informal body of personal-professional advisors aka mentors.) you might set aside some time to consider how best to project that vast wisdom and knowledge you have gleaned over the years. Pro-tip: It does not involve talking more. Counter-intuitively, it involves talking less. And, if you’re going to talk less, choose your words carefully.

Speaking of lion’s dens did you know the NYC library, and many others, have two lions on either side of their entrance, Fun fact: Fondly, they are nick-named Fortitude & Perseverance.

Perhaps, next time, you feel thrown to the lions you’ll imagine they mean placed in a library/ a sacred institution (hallowed ground) full of wisdom and knowledge!