Many classrooms at universities across North America will be empty come Monday. Staff in advancement shops, though, will report for work, either in person or remotely. Some will wonder, does fundraising and engagement go on through such a crisis? Why are we even here?
It does go on, and it should go on, even if it’s over the phone or by email. The conversation will be different. Now might not be the time to ask, but it may be the time to connect, to commiserate, to seek advice – to deepen the relationship. Your most committed supporters remain committed, even if financial support is not what’s uppermost in their minds.
(There is so much useful advice out there. I don’t intend to promote one vendor above others, but do check out BWF’s whitepaper: Tips for Remote Relational Fundraising. It has practical and timely advice for every advancement function.)
Fundraisers need supports and tools to do their jobs. Relationships need to be managed. Business continues.
“Business continuity” sounds like a cold and heartless expectation for these days, but really it starts with not only ensuring the team is safe, but ensuring that everyone feels safe. It’s about communicating openly and honestly, and exercising flexibility and understanding in dealing with fear and anxiety.
Priority number one is ensuring the health and safety of your team. Nothing else comes close in importance. Follow the directives of health authorities and the leaders of your institutions. No exceptions.
The rest is up to you. Do it poorly, and all the social distancing and technology for remote work you’ve got will fail to deliver continuity. People need to know their work is important, but they also need to feel secure. And if they don’t feel secure, they should be free to express their fears and be taken seriously.
Your university probably has mental health supports for employees. The most immediate support, however, comes from managers and leaders. Not in terms of providing mental health supports that only a professional should provide, but in understanding and respecting the anxiety of employees (who may be worried for vulnerable family members), communicating honestly about our shared stress, and being flexible with work arrangements when possible.
If a business continuity plan is in place, it’s a given that something significant has happened. Never say it’s “business as usual,” because your people know that it isn’t.