When working for a non-profit or charitable organization, marketing and communications managers are often asked to respond to others' demands for results. In the past, this may have meant working up an appeal letter to your donors or touting your recent successful giving campaign in a press release. In today's competitive economy, communications managers may be asked to appeal for support from politicians and others who are in a position of power.
For those in power, results are often strongly correlated with data.
"How many people did you serve?"
"How many members do you have?"
"How much money do you spend on helping people?"
These questions ultimately form one statement: "Tell me why I should support you and back it up with data."
The problem with data is that they often only tell part of the story. Sure, your organization served 500 people last year, but does that politician know about Jimmy, the little boy who was finally able to walk thanks to your funding and work? "Thanks to Organization X, I can walk up to my mom and hug her!"
In the past, these case studies and testimonials helped make an emotional connection between your actions and your results. They helped make an emotional connection with your potential donors and supporters.
Now, things have changed. Many non-profits who typically relied on state funding are facing an uphill battle in the immediate future. Quick data sets (served X people, spent $X dollars, created X jobs, etc.) are going to be plentiful. Politicians may end up making a decision to fund one organization but not another based on nothing else but data analysis. Sure, data is important. No marketing or communications manager will tell you differently.
But if decisions are made solely on data, those in power risk missing some truly great organizations doing wonderful work. Sure, they might not have the numbers that other organizations do. But their dedication to doing quality work and making sure that people in need get the help they deserve must be recognized. If we continue to only make decisions based on data (like test results) we will provide a negative incentive for doing quality work (like making sure students get the help they deserve).
Communications managers are being asked to respond to others' demands for results. But in doing so, we must tell the whole story. Not just the numbers, but the stories behind the numbers. If we define how results are communicated, than those in power must look at the whole picture in making a decision.
Let's not get obsessed with just the data.
