Fair question, and I think the answer is no. If you can’t measure it, you can’t manage it. Every organization must have a scorecard, a standard of measurement, a set of metrics that determine if progress is being made, if individuals are performing, and if the enterprise is healthy.
And one of the least-measured activities within the non-profit sector is the portfolio of events that are so critically important to the financial future and reputation of the organization. Yes, post-evaluation surveys and budgets are used to gauge success and performance against a goal, but these are lagging indicators, largely unreliable, and seldom-acted-upon standards that must be re-evaluated as we enter 2022.
I’ve always loved the quip that being a non-profit is a tax status, not a business strategy. And a good strategy is one that pursues a clear set of goals and objectives that support the mission and the individual accomplishments of your team, and one that moves your organization forward.
Here are three steps to consider as you decide what to count, how you count it, and how to use what you learn to make your events work harder in the next 24 months:
If you are driven by the pride that comes from setting a goal, determining what it takes to achieve it, and expecting recognition for it, ask for clear, specific, measurable, and time-bound objectives that allow you to align the time you invest with the return on your efforts.
If you work on events, use the 6Rs to establish your goals, measure where your events are now, and define what you expect by the end of 2022. Your audience and your organization are counting on you.
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