I am privileged to be part of a journey supporting a client in their ambitious multi-million dollar campaign, and the success they are achieving is nothing short of remarkable. Such a campaign is usually a challenging feat for any organization, let alone a new organization that started the campaign with just a few donors in its database. When I reflect on their extraordinary success, something stands out to me that sets them apart in the world of fundraising: their clear and compelling vision.
While many organizations tout lofty and aspirational vision statements, there’s often a disconnect between these grand ideals and the practical steps a nonprofit can take to achieve them. Take, for example, the vision of “A world without hunger.” While undeniably ambitious, it fails to acknowledge the intricate web of factors involved in solving such a global issue. The truth is, no one nonprofit, even with unlimited resources, can singularly control agricultural practices, procurement, and food distribution globally. Such a vision hinges on the collaborative efforts of numerous entities, including governmental and private sector organizations.
But the problem with most vision statements goes beyond their impracticality. Many vision statements focus on what is not wanted rather than articulating what is desired. For instance, “A world without war” doesn’t necessarily translate to a world of peace. It’s a classic case of problem-solving versus creating, as Robert Fritz eloquently describes.
In Fritz’s words, “Problem-solving is about making something go away: the problem, while creating is about bringing something into being: the creation. The intention behind these actions is fundamentally different.” Problem-solving eradicates an issue, but it doesn’t guarantee the presence of the desired result. Creating, on the other hand, is generative and focuses on bringing something into being.
Providing food during a famine is an example of problem solving. Despite the acute necessity of providing relief from famine, we have to acknowledge that such relief does not guarantee food security in the future. “Solving” the immediate problem, does not create the future we want to see: sustainable and equitable access to nutritious food nationwide. To achieve that, we cannot just fix broken systems, we have to create something new: new systems, new structures, new skills, new policies and new programs that are all seamlessly aligned with that singular vision.
Fritz suggests beginning the creative process with the end in mind: the vision of the desired results.
Rather than confining the vision to the realm of what seems possible with existing resources, the key question becomes, “What future does your organization want to create if money and resources were no object?” This approach liberates the vision from the constraints of current limitations, allowing organizations to dream big and set goals that transcend existing resources and capabilities.
It might seem impractical to craft a vision that transcends existing resources and capabilities – after all, I did critique “A world without hunger,” for its impracticality. But here is an important distinction: Your vision cannot impose your organization’s will on external forces beyond your control. A truly effective vision should not hinge on factors outside your organization’s sphere of influence, nor should it rely on wishful thinking that these external forces will align with your aspirations. Recognizing that a nonprofit in the USA, for instance, cannot dictate the actions of the global supply chain or a foreign government, the essence of a compelling vision lies in being within your organization’s realm of control. The key difference is that your vision, while under your control, isn’t bound by existing resources, in fact, if it were, there would be no need to ask for transformational gifts from donors.
This perspective is precisely what sets my successful client apart.
They didn’t focus on problems to solve; they envisioned the future wanted to create. They described that future in a detailed vision statement, and provided have a specific plan of action demonstrating how that future can be achieved by the organization, with the resources provided from this $100 million campaign.
For those eager to delve deeper into the concept of creating, I encourage you to explore the insightful work of Robert Fritz. As an author, management consultant, composer, and filmmaker, Fritz’s contributions in “The Path of Least Resistance,” “Creating,” and “Your Life as Art” offer invaluable insights into the transformative power of vision.
