Your organization’s actions speak volumes
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We’ve all heard the old proverb, “Actions speak louder than words.” In today’s high-tech society, the phrase takes on new meanings, including actions on social media, chats, marketing, and other communications. While we cultivate our narratives, hone our messages, and talk about our desired cultures it’s never bad to reflect on the sage advice that dates to the 1200’s. Your organization’s actions will do more to impact your reputation than the most expensive brand campaign you can imagine.
In communities and corporations large and small “word of mouth” is still the most impactful form of promotion, recommendation, and reality. Why? We tend to believe in those who have experienced what we are considering. Looking for a great movie? Analyzing corporate culture? Buying a major product? Seeking a new job? We often ask for a recommendation from a friend or colleague we trust. In these cases, words loom large, but they matter so heavily because of the completed actions (consuming the goods or having the experience).
When it comes to organizational reputations, your actions will be key, no amount of spin can change that fact. The actions that support your message can build trust, strengthen relationships, demonstrate one’s character, and provide a foundation for culture. Let’s look at a few examples.
One organization significantly reduced its force, and dozens of employees were suddenly looking for new jobs. The organization did not publicly acknowledge the internal strife but instead started a reinvigorated campaign to tout how community-oriented they were to boost their image. Did it work? Perhaps a consulting firm or marketing guru provided data that appeared to reinforce the decision. However, in the larger community, there was a growing distrust of the organization and its operations. In fact, the incongruence between their words (the campaign) and the actions (employee termination) ironically served to magnify the divide.
A more trustworthy and credible approach would have been for the organization to acknowledge the moves, provide a rationale for the decision, and share how they would be better positioned for the future. Engaging and reaching out for feedback is always better than hiding behind a façade.
Another organization had spent a significant amount of money on ad campaigns that stressed the importance of their customers and how the service they offered was exemplary. However, one customer relayed how they gathered items for purchase and stood at the counter for five minutes without any acknowledgment. Do you think those actions were to be expected by the words of the campaign? Hardly. The customer placed the items back on the shelves and ended up leaving. Unfortunately, the ripple effect from the word-of-mouth spread could negate any positive momentum they’d received from their campaign.
If your organization decides to broadcast a message that impacts customer expectations, be certain your actions will be able to back it up. Remember, when managing expectations, you always want to under promise and over-deliver. Surprise your customer.
Nonprofits need to be acutely aware of the implications here. Their messaging or “words” are frequently related to service, programming, and needs. With that, they talk about the importance of donors and valuing their supporters. It is imperative then that their actions, like sending gift acknowledgments and providing promised recognition, exceed their donor intent and expectations. If they provide anything less, they open themselves to lower donor retention rates and frustration in trying to attract new supporters to meet the needs of their clients.
These may seem like simple examples, but I’d challenge all organizations to launch some intense conversations around how your actions support the words of your messaging. Where is the diversion and where is the congruence? Make every effort to be truthful, trustworthy, and reputable when conveying your words. Provide affirmation in the actions you take. The rest will follow.
David J. Fry, MPS,CDT is Founder/CEO of Effective Advancement Strategies in Greensburg and author of Build a Nonprofit Castle, He consults with businesses and nonprofits throughout Indiana. He may be contacted at strategies@etczone.com