Well, it happened again yesterday. An organization sent me a solicitation. And they told less than half the story. As it happens, I know quite a bit about this organization. I've done some work for them (but either not enough yet or not with the right people!)
They have a story to tell, for sure. But they have the same blindspot many organizations have. It comes from assuming that, because you care passionately about your cause, because you eat-breathe-and-live your mission 24/7, others will automatically "get it." And from there, you're just one step away from feeling that the importance of your work is self-evident, even universally embraced. In fact -- everyone "should" know and appreciate our work.
So, copywriters get a little lazy in writing. In old marketing-speak terms, they write all the features but leave out the benefits.
In this case, the communication was blaring news: "We've just funded $xx million in research!" They went on to point out that this amount funded a certain number of scientists, and they listed the names and institutional affiliations of them. And I'm sure they're very proud of this accomplishment.
But unless I really understand your organization and how it conducts its work, this factoid will not pierce my consciousness. It will be almost impossible for me not to tune out before deciphering for myself why your work matters.
In an exercise I conduct in some trainings, I'll have participants name their most significant mission outcome of the past year. They'll say something like "We held our first health symposium and reached x,000 professionals by launching our RIP initiative." {And notice that the first reference almost always includes an internal acronym.}
When I ask, "So what?" the participant looks wounded or angry, as though I've questioned the sanctity of motherhood. But once they think and try to answer, they'll say, "Well, those health professionals will now present classes in workplace programs."
"So what?" I'll insist on asking. "Well, those trainers will each reach over x00 others, and they'll now know what to do in an emergency." And they'll be pleased with themselves.
Until I ask, "So what?" again. Sometimes it takes four or five iterations before they'll get to the benefit, which might be something like: "Our community is a safer place to live in!! Now that xx,000 people have been trained to know what to do in an emergency through our Really Important Program initiative, the chance that you'll be near help when you need it is increased dramatically, more than 100 fold than before the program."
This simple exercise can help you understand how others view your program and impact. When you challenge statements in your appeals with the "So what?" query, especially statements with metrics, you'll dig down to the core benefit that gives people the real reason to care.
It really gets down to reminding yourself of WHY you're doing the program (its purpose) and focusing less on HOW you're doing it or HOW MANY you've reached (at the tactical level of your plan).
End note: This advice is similar to the old saw, "Answer the question: What's in it for me." I find this a bit jaded, because it prejudges people as having no ability to appreciate a cause unless it personally serves them. The "So What?" alternative allows people to understand why your work matters -- why it counts -- even if they aren't personally affected.
In 1992 the U.S. Congress proclaimed Customer Service Week a nationally recognized event, celebrated annually during the first full week in October.
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