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May/June
2005
Ring-fence
the jargon-seeking impulse and start communicating
No
more would Sam Malone from Cheers be labelled a mere bartender.
These days he’d be a recreational beverage dispensation operative.
And dear Frazier Crane would no longer be your favourite phone-in therapist,
now he’d be your personal on-line trans-airwave psycho-advice counsellor.
I found
some new words the other day and I’ve been itching to use them.
They were in an article referring to phrases and sayings of the moment
that are on the point of entering our language through common usage. Not
yet in our dictionaries, they’re hovering expectantly as de
rigueur fashionable phraseology in the halls and corridors of today’s
management elites.
They include
the quaint but unlovely concept of ‘circling the drain’, from
medical terminology that describes people, as the newspaper put it, in
‘a near death situation’. Then there’s ‘blamestorming’,
a potentially useful device where instead of dredging up daft ideas your
group searches for people and systems to blame for everything that’s
going wrong – a new take on blue-sky thinking, I suppose. And when
things do go wrong it pays to be able to identify your organisation’s
‘stress puppy’. Apparently most outfits have one (if so, he
or she should be drowned on discovery).
Employees
don’t move jobs these days, they ‘transition’. They’re
no longer likely to leave, but are labelled as ‘a flight risk’.
No more are they considered shortsighted or lazy, now they are ‘incapable
of helicopter thinking’ and ‘fail to sprinkle granularity’
in their reports.
Such ego-inflating
jargon is also the new language of government and the media. Journalists
are no longer ‘with our boys at the front’ in Iraq, they are
‘embedded’ with frontline troops. (I would have thought this
so ‘last season’, but what do I know?)
As proof
that our world has now become linguistically challenged, I recently heard
that famous British TV rogue Arthur Daly (from the Minder series)
described not as a used-car salesman (the job in which his character rejoices),
but as a pre-owned vehicle reallocation consultant.
Imagine
that. No more would Sam ‘Mayday’ Malone from Cheers
be described as a mere bartender. These days he’d be a recreational
beverage dispensation operative. And dear Frazier Crane would no longer
be your favourite phone-in therapist, now he’d be your personal
on-line trans-airwave psycho-advice counsellor.
A weird
kind of circumlocution seems to have seeped into our business and even
our private lives, one that cloaks most of our meanings in fog. Nowhere
is this more evident than in the routine utterances of the voluntary sector
(ie, us).
We fundraisers love our jargon and rarely if ever seem to challenge it.
At the end of the day, if we think outside the box, we all want our communications
strategies to exemplify state-of-the-art clarity, to consistently yet
flexibly move our constituents in a willing mode towards underwriting
our fundraising efforts with their committed major gifts.
Or put more plainly, we aspire to move people so they’ll give us
their money. It’s just that the language we use so often gets in
the way, thanks to this seemingly universal tendency to forgo clear expression
and wrap all our utterances in verbal sludge. Everywhere I look these
days the ubiquitous language of ‘third-sector-speak’ rises
unbidden, suffocating ideas and vanquishing meaning from almost anything
I choose to read. Frankly, it’s getting up my nose.
As other professions, nonprofits have their own sub-languages which they
too often inflict upon their donors or customers. Seeking perhaps to impress
they regularly use improper words improperly, such as ‘disincentivisation’
and ‘uniquenesses’ or barely comprehensible words that describe
barely comprehensible processes, such as ‘scalable’, ‘proactive’
and ‘scoping’. They will use a long word in favor of more
easily available and understood short ones – eg ‘functionality’,
meaning functions, ‘learnings’, meaning lessons, ‘to
dialogue’, for to talk, ‘operationalise’, meaning do,
and so on. Or they’ll use a vague phrase where one precise word
will serve better. For example ‘at the end of the day…’
when they mean ‘finally’. They refer to ‘seamless end-to-end
solutions’, which George Orwell would have referred to as ‘gumming
together long strips of words’. (I love the JargonWatch website’s
definition of that ubiquitous term ‘solution’. They say ‘Companies
no longer sell products or services; they sell “solutions”,
which are products or services, but more expensive’.) Nonprofits
also often employ whole clutches of words to bestow self-importance, such
as ‘donor disengagement’ which sounds much more grand than
what they really mean, withdrawals or cancellations. And with abandon
whole segments of former donors will be condemned as ‘lapsed’
(these misguided people sound almost biblical and faintly improper, like
fallen women) or stigmatised as something worse, perhaps ‘the sediment’
or ‘the residue’.
Our icons on national television actively promote the trend towards ever
more surplus or imprecise verbiage. As the British politician Boris Johnson
famously said, ‘I couldn’t fail to disagree with you less’.
He meant ‘I agree’. Here’s a couple of chunky quotes,
one taken from the UK national newspaper The Guardian, the other
from a recent issue of a leading fundraising journal. Have a read and
see if you can decode the ideas these writers are seeking to convey, and
whether you can think of a better way of saying it.
Quote 1: ‘A cross-pollination of creative properties in
multiple media formats with a vertical market approach allows companies
to maximise returns.’
Quote 2: ‘Strategies have moved out of the box marked "I
know we need one of those, but I’m not sure why", into a box
marked "Bridging to the outside world and road map for the future".’
One of the above was awarded this year’s Golden Bull award for incomprehensible
gibberish. The other was pulled out from its accompanying article as a
bold quote, hopefully by a sub with a sense of humor.
What’s the point of understanding them, if they can’t
understand us?
The first rule of communication is that you must talk to people in their
language, not yours. Fundraisers down the pub on a Friday night may jabber
in the jargon-laden language of the voluntary sector (not those that I
socialise with, but others might) but donors almost certainly don’t.
So surely we should guard against it when we write. Such leaden sentences
are unlikely to penetrate the consciousnesses of the people we are seeking
to reach.
How can I put this simply then? Wrapping up your thoughts in unnecessary,
unclear verbiage does not impress, it doesn’t make you look smart,
it simply shows that you are a dork. If you want to succeed as a communicator,
keep your meanings clear. Try out everything you write first on a 12 year
old.
But the problem with most nonprofit communications, it has to be said,
is not so much that they overflow with jargon but that they are so dull.
This is a shocking admission given the abundance of colourful, dramatic,
evocative human interest material with which most nonprofits are blessed.
But sadly it’s true. Fundraisers are prolific producers of printed
and electronic communications but the bulk of it is tedious, vacuous,
or fit only for the dustbin, or all three. Along with excessive use of
jargon, organisation-speak and too-long words, common weaknesses in our
communications include too many words, limited skills in designing for
readability and overemphasis on what the organisation wants to say, rather
than on what the reader wants to read. If you think this a little harsh,
send off for the newsletters or annual reports of say 20 other prominent
nonprofits, and see if I’m wrong.
The most crucial question of all for fundraisers to answer honestly may
well be ‘do your donors really read what you send them?’ Many
of us would not be very encouraged by the answer. But we shouldn’t
lose heart, for this really is an area where fundraisers can do very much
better.
Ideally,
you should send only communications that will help ensure your supporters
- Are entirely
comfortable with what they receive from you.
- Will
grow in their trust and confidence in you and your organisation.
- Will
actually look forward to hearing from you.
- Only
hear about issues and subjects that truly interest them.
- Give
when you ask.
- Feel
they are benefiting from the relationship too.
It’s
important that fundraisers become more self-critical of what they produce
so they stop sending uninteresting, hard to understand and unwelcome communications
and only send readable, creative, effective communications. If we wish
to avoid donor fatigue we have to send less, but better, to make sure
what goes to donors is only good.
Many fundraisers could save the money they currently waste on inappropriate
and poorly constructed publications by not sending them, thus avoiding
inflicting unhelpful, unwelcome materials on our dear donors and ensuring
that when high quality materials arrive they will be wanted and used.
They can then reinvest what they’ve saved to produce better communications
that will be worth receiving.
Fundraisers should constantly measure donors’ interest in and reactions
to what they are sent, and learn from this. We have to ask ourselves –
honestly – whether or not our donors actually read what we send
them.
Given the urgency of our appeals, fundraisers never have any excuse to
be dull, bland or unmoving. We have to always communicate with passion,
remembering we have the best stories in the world to tell, and the best
reasons for telling them.
© Ken
Burnett 2005
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