But there is something incredible about hearing an icon like Steinem state something as simple and powerful as “get her involved in sports.” This is a statement that hundreds of women’s sports activists, athletes, feminists, coaches, teachers, and researchers have said for decades. But here we were in 2010 and here was Gloria Steinem at a funky off-broadway theater in New York again stating the obvious…Read More
In my career, I have met women leaders and organizations who emulate my mother’s strong values for hard work, generosity, respect, and a cultivated curiosity. As a donor, board member, or coach, I'm attracted to opportunities when I resonate with a leader who mirrors these values.Read More
The danger of a single narrow narrative for civil rights policy or legislation such as Title IX and suffrage expansion is that it diminishes the power that it can hold for millions of individuals.
Last year on July 26th, a major political party officially nominated a woman as their presidential candidate for the first time. Hillary Clinton, dressed in all white (a nod to the suffrage movement), accepted the nomination and made history. Accepting the nomination was far from the first step in women’s liberation. Rather it was a celebration of a long and calculated movement of determined women. And then the 2016 election happened.
Clinton’s nod to the suffragistswas a reminder of the history, pain, and work they put into passing the 19th amendment that must not be forgotten or glazed over as simply ”the right to vote”. Similar to Title IX being seen as the “sports law”, the 19th amendment and the Education Amendments Act had broader goals for women and for society. Both laws represent so much more than they appear and learning more about their purpose and true intent can help lead us to further progress towards women’s equality.
In 1848, the suffrage movement began with Elizabeth Cady Stanton and Lucretia Mott organizing the Seneca Falls Convention, inspired by their trip to an Anti-Slavery Convention. This was a coming together and a call for all women’s civil rights, even beyond voting. The official document, the Declaration of Sentiments, called for expansion and recognition of equal rights to women, including suffrage. Modeled after the Declaration of Independences, it shares qualities of the Equal Rights Amendment. The document stated that a woman was man’s equal, called for expansion of educational opportunities, and inclusion of women to all career fields. Ironically, during the convention, women’s suffrage was the only resolve that was not unanimously passed.
In the context of the legislative process and societal norms, activists and suffragists used the energy from this convention as a catalyst to lobby states to ratify a woman’s right to vote, which was a significant step in women’s emancipation. Twenty-one states had ratified this policy before the federal government passed the 19th Amendment for women’s suffrage in 1920. The 19th Amendment simply says: “the right of citizens of the United States to vote shall not be denied or abridged by the United States or by any state on account of sex. Congress shall have power to enforce this article by appropriate legislation.”
Though its meaning clear, this amendment did not allow for all women to vote. It wasn’t until 1947 that Native American women got the right to vote, in 1952 the policy began including Asian women, and finally, in 1965, the Voting Rights Act gave Black women the right vote.
As Evette Dionne noted in her piece “Women’s Suffrage Leaders Left Out Black Women” for Teen Vogue, “Black women publicly fought for their right to vote, and often. In her 1867 speech at the American Equal Rights Association, Sojourner Truth argued that giving black men the right to vote without affording black women the same right only promoted black men's dominance.” Acknowledging the full story and history of the 19th Amendment helps us see how much we have to do to achieve racial and gender justice collectively.
Much like the 19th Amendment and voting, Title IX of the Education Amendments Act, goes beyond the sports label that it has been given. Passed in 1972, Title IX prohibits sex based discrimination in educational settings. While this expanded opportunities for athletics, it also prohibits discrimination against pregnant/parenting students, transgender and gender non-conforming individuals, sexual harassment, and inequitable access to science, technology, engineering, and math (STEM) programs and resources.
In June, Title IX celebrated its 45th anniversary, but only a few years ago did the U.S. Office for Civil Rights (OCR) focus on the STEM pillar or respond to the pleas of rape victims speaking up on college campuses. Finally, OCR is providing definitive instructions on how to apply Title IX to prosecute and end sexual assault in educational institutions. We must mobilize resources in support of all of the areas in which Title IX was intended.
Equitable funding for women in schools through congressional legislation is much easier to implement than a constitutional amendment on equal rights for women. But the connections between the Declaration of Sentiments, Equal Rights Amendment, the 19th Amendment, Title IX, and Education Amendments Act can all be tangibly strung together by a movement with a clearly focused purpose; full equality and recognition of women in society.
In recognizing this history, we must expand the use of our language around Title IX and the 19th Amendment to open the door for institutional and policy change that women in the suffrage movement identified 160 years ago as their end goal. Beyond wearing white, let’s think of what might we all do to bring a movement for equal rights to fruition including protecting voting rights, particularly for communities of color. In 2020, perhaps a woman President will be able to channel Alice Paul’s spirit to get the final ratification of the Equal Rights Amendment pushed through after 93 years of waiting for our due.
Tuti Scott, philanthropy consultant and coach, was co-CEO of the Women's Sports Foundation. She is a second wave intersectional feminist and lifelong point guard and will play in any game that has gender equality as a goal.
Jessica Avery works as the social media coordinator for Imagine Philanthropy. Having studied politics and gender studies at Mount Holyoke College, Jessica works on policy issues surrounding education, the environment, and women's rights and is a proud intersectional millennial feminist.
On May 29th 2017, an artist created and positioned a urinating dog, “Pissing Pug,” next to the “Fearless Girl” statue situated in front of the famous Wall Street “Charging Bull.”
He said his goal was “spreading awareness about the corporate origins of the statue” and to highlight the negative aspects of Wall Street. A nod that we need to move away from the greedy origins of Wall Street and do away with these corporate types all together.
Looking at the piece, I wonder: Why did this male artist wait for a female-commissioned piece of a little girl to make his statement?
A dog, in a degrading act, towards a young girl is appalling, but it also speaks to a bigger issue in movement building. Misogyny, hatred towards women and/or girls, is common in movements because there is still a lack of understanding of intersectionality and how change can be created for the benefit of all, including the lived experiences of all.
Let’s look at the history of both statues. State Street Corporation (which has a gender lens investing initiative) commissioned the “Fearless Girl” piece in honor of International Women’s Day, though it wasn’t a permanent fixture. There was much uproar around the statue. The Charging Bull’s creator expressed his dismay, as well as many people calling it an advertising ploy or feel good act for companies who exclude women. I was one of the people who saw this artwork as an amazing opportunity to open up the dialogue around the capital that women own as well as the fact that we need more women in financial boardrooms.
In contrast, the Charging Bull was paid for by the artist and put up after the 1987 stock market crash as a symbol of the people’s strength and power. If that were truly the case, however, if that were truly a value we hold dear, the Fearless Girl would simply be an addition to that—a symbol of women’s strength and power to the investment industry that the bull has come to represent.
According to a 2017 Catalyst report, women hold just 29 (5.8%) of CEO positions at S&P 500 companies. A 2015 Morningstar report cited by The World Economic Forum found that women manage less than 2% of mutual fund assets and “nearly two thirds of the top 71 Silicon Valley venture capital funds have no senior female investment professionals, according to the Social & Capital Partnership. I could continue, but the picture is clear: Women are not part of the high level conversations around investments. The investment industry desperately needs women’s strength and power.
A 2009 study from the Boston College’s Center on Wealth and Philanthropy tells us that “women will inherit 70% of the money that gets passed down over the next two generations” (excludes the increasing amounts they earn on their own) and women already own more than half of the investable assets in the U.S. Our money is good enough to trade, make more money off, and reinvest, but adding us to the (white male) boy’s club is taking far too long. What’s the problem with “Pissing Pug?” Instead of addressing the real issues with Wall Street, it was easier for this artist to undermine art that is speaking to millions and helping to bring about important changes in a male-dominated industry. Women should not be used as a prop to push an agenda. They should be a critical part of the conversation and be driving the conversation. Like the system or not, we have every right to it and a say in where our money is going and what’s been done with it.
Many companies and initiatives, such as Pax Ellevate Fund, Equileap, Economic Dividends for Gender Equality (EDGE) or State Street’s Gender Diversity ETF, are changing the narrative about women, leadership and investing. If we continue to dismiss women leaders or push women aside, which the dog statue undoubtedly does, no true change can occur with how, where, and to whom our money goes.
A number of clients and colleagues understand the value of diversifying their revenue models. Most of these organizations have been primarily dependent on institutional giving models (i.e., recipients of grants) and are starting to explore what success looks like in the individual giving arena. Results in this arena take time, persistence and insistence on key practices. Here are my top seven ideas for building sustainable and engaging partnerships with individual donors. Good luck and let me know which ones are working for you!
- Stick to a relationship building rhythm. People give because they are asked to help. Before inviting someone to invest in your work, one needs to build a relationship. Telling the story in person over and over in a myriad of ways (one-on-one, small lunches, cocktail parties, etc.) builds rapport and comfort that people trust and want to be part of. Takeaway – Do you tape or rehearse your ‘story’ and adjust it to resonate with different audience?
- Explore prospecting opportunities. All programs have ‘alumni’ who have benefited from the service provided by the organization, some of whom may have given and some who have never been asked. As well, there is typically a parent (if higher education based), friend or other person connected to the beneficiary who saw the transformation created by your program. Takeaway - How often can you produce lists and share them with the leadership to determine who hasn’t yet been engaged or who they might like to know more about?
- Set goals for meetings and conversations. What gets measured gets attended to, what gets attended to gets done. Conversations are always opportunities for the organization to learn about the donor or the prospect’s values and ideals. Takeaway – How much time do you allocate for downloading your meetings so they are put into a database record and/or utilized to determine how best to engage someone in the mission and work?
- Create a communications calendar to engage with key people. Every organization has an ‘inner circle’ of long time donors (3-5 years or more of giving), program alumni, current or former board members, celebrities, planned gift donors, long term serving staff, major donors (at an amount that is relative to the organization). For every trip, event or mailing, examine if you want to visit or pull this group list for a mailing and personalize in some manner. Takeaway – Have you set up an inner circle query on your database and how do you uniquely steward this group?
- Formalize a ‘posse’ or advisory council. With organizations that do not have a traditional fundraising Board or need to expand the work of their Board, harnessing the ideas and connections of an advisory board or other group of connected people to expand the reach of the work. Takeaway – Is there a group of 5-7 people who you reach out to on a quarterly basis to get their ideas on strategies, opportunities and events and people to engage with?
- Encourage leadership to ask for help and advice. Often, long serving or highly competent CEO/ED’s feel they have arrived or see asking for help as a weakness. To be successful, a good organization will have leadership that has at least 5-6 ways to invite a donor to offer their time, talent or treasure. Remember the mantra, “Ask for money and you get advice; ask for advice and you get money.” Takeaway – How many different ways can you invite input, ideas, connections, and resources?
- Conduct ongoing database analysis and research. The database is the biggest asset of most organizations and the least invested in. There are tools (donor research database overlays) that can be utilized to assess the giving potential of donors. Takeaway - Is there a full-time position or allocation of at least 20-30 hours per/week of a staff member’s time who is continually doing queries, pulling lists and conducting analysis of records and the content in the records (not data entry)?
Lately I have been getting calls from people who are starting in a new leadership position as CEO or Executive Director of a social sector organization. Typically these organizations are called “nonprofits”, but l am purposely reframing this label to “social sector organizations” to better reflect the true bottom line work of social change and community betterment with our communities and people’s lives changing as the ‘profit’. Many people are coming into this sector from the ‘for profit’ arena and are unsure about what they should focus on to be successful in fundraising. Here are the tips I have been offering that may be of help for all social sector leaders – new and long serving. As I put these thoughts together, I realized that these suggestions are relevant for both for profit and social sectors – only the language changes from funds/donors to sales/customers!
- Embrace relationship building. This is the crux of good fundraising – getting out of the office and being with people. Listening and asking for input on why they value the work of the organization.
- Assess your own prosperity work. I strongly believe that people who are out engaging with people to give to a charitable endeavor are more successful when they have addressed their own relationship with money. Be sure to examine your own class background and your own beliefs about legacy and where and how you give so you can have an honest, transparent conversation with people with all types of resources.
- Create a top 100 list. The database is the organization’s biggest asset. Spend time reviewing lists and asking questions about how queries are done and what groupings have been identified in order to cull the top people so you will be able to focus your stewardship and relationship building efforts.
- Answer the questions, “Why you?” and “Why now?” Your story, especially for new leaders, is critical for donors to hear. Why did you take the position, what are your ideas for honoring the current work and/or transitioning the organization into its 2.0 or 3.0 version. Being able to articulate what the urgency of the organization’s work and what will be different with gifts that range from X to Y is critical.
- Get testimonials from funders. Invite institutional funders and donors to write a note of support or testimonial to build credibility as a new leader and to build potential support. Use these with proposals, on the web site or on case statements to demonstrate the breadth of the organization’s support and the reason others associate with the organization.
- Build your ‘posse’. Find people who you respect, who you can be honest and transparent with and with whom you can confide for personal support and reactions to your ideas.
- Be patient. Know that building your dream team takes time. Whether it is your Board or your senior management team, it will take time to get the right people and have them click together.
Few can deny the success of the women’s sports movement. Since the passage of Title IX in1972, the growth of girls’ and women’s participation in sports has been simply phenomenal. Within this movement are valuable lessons for those of us still working on issues such as reproductive justice, pay equity, legislative leadership, etc. For my wise colleagues working in these areas and others, I encourage you to consider the following metaphors and practices for success.
1. Utilize the entire playbook. Every movement needs a balance of planning and action, passion and reflection, creativity and hard work. Early in the game, women’s sports leaders created the Coalition for Girls and Women in Education with representatives from five or six national organizations to be the think tank and pulse reading organ responsible for developing and implementing strategies and responses. These organizations represented different skill sets. The National Women’s Law Center delivered “legal eagles”; the American Association for University Women delivered academic research; the Women’s Sports Foundation delivered celebrity athletes and Hollywood spokespersons, etc. There is no rule that states you utilize these skills in a linear fashion. Rather, to be game ready and successful, we have to practice and access all of these skills simultaneously with intense persistence and the division of labor makes this easier to do. If we are ready at every position, we are poised to seize every opportunity and able to adjust in the heat of the game to whatever ‘play’ or strategy is needed for victory.
2. Treat funders like teammates. A team is more than players in the field. A successful team is the sum total of the starting line “up, substitutes on the bench, coaches, owners and investors, all working together. The women’s sports movement kept investors informed every step of the way – celebrating victories and asking for more help to confront defeats and win the next round. When you are truly partnered for victory and you collectively have a goal of winning, people are working side by side and sharing their information, power and strengths selflessly. A great team communicates effortlessly and the leadership (coaches, managers, investors, owners) pat each other on the back to acknowledge great plays, creating places for each other to ‘shine’; honoring the individuality that each member brings to the team’s success and engaging with them to bring out their best selves. Being able to do this with all of the partners in the movement will build success faster. Rather than a ‘race’ to be the fastest and most successful organization, it is better to get optimal performance from multiple groups that result in the delivery of a team victory that is more fulfilling and happens sooner because of coordinated group effort.
3. Set goals and celebrate victories. Motivating people by instilling pride in the work and celebrating the small wins along the path is critical for momentum building and staying power. It is statistically impossible to win every game or make every basket. The women’s sports movement can best be described as persistent and consistent effort over time. The season is long (41 years long in the case of Title IX and women’s sports) and keeping everyone focused on the team goals as well as the individual goals will insure a place in the post season. Success is most often the product of individual best efforts coupled with critical team wins over the long term. Keeping every player motivated to consistently put forth their best efforts over the long term is the heart of successful teams.
4. Headlines are important. Media coverage and spokespeople are key parts of building the brand and energy behind and inside a team. But equally important is the use of compelling, research supported facts. Women’s sports leaders were magnificent in their collection and dissemination of the facts that girls who played sports had better grades, were more likely to graduate from high school and matriculate in college, were at lower risk for breast cancer and other diseases affecting women, were more confident and resilient, etc. The message is that the headlines must be more than ‘the good work’ of organizations; they must be about the impact of such work and what happens to those who benefit from the team’s efforts rather than just the social justice problem being addressed. It’s fine to take advantage of a crisis or story of someone adversely affected, but it must be accompanied by the hope and help offered by the nonprofit organization – how victims or lives of the previously disadvantaged have been changed for the better. The team should not be sidetracked or lose focus on its goals amidst the media hype and attention. Good work must continue in the shadows as well as the spotlight.
5. Trust your teammates. No one player can ever carry a team. Everyone has something to contribute. The more talented players you can involve, the greater the possibility that these players will make a positive impact. Take the time to find out what likely and unlikely teammates can bring to the movement. Play to their strengths and share with transparency the goals of the movement and the playbook of strategies.