 Getting
ready for sales
By Dana
Levy
Koya Consulting LLC
From Girl
Scout cookie sales to sophisticated consulting services, nonprofits have
long been in the business of business. While donations and grants make
up the bulk of most nonprofit operating budgets, traditional donations
and funding have not always been dependable.
So, like it or not, nonprofits need to be thinking about sales.
It can seem like an uncomfortable arranged marriage for nonprofits,
which often perceive the sales world as aggressive, revenue-driven, and
cutthroat. For many nonprofits, the idea of hiring and compensating a
traditional sales force runs counter to the way they envision
themselves. But thinking of sales as another opportunity for social
impact can put a different perspective on it.
Who Should Be on the Sales Staff?
The sales staff may be a mix of existing employees and new hires.
Development staff may be well suited to the job: the skills required to
research targets, cultivate relationships, communicate a compelling
message, and close the deal are much the same whether the product is a
donation or a business contract. Often, however, traditional salespeople
are most likely the best choice.
However, people with a strong sales background may not have worked at a
nonprofit before, and it may take time for them to adapt to the culture
-- and for existing staff to adapt to having a sales force on board.
Attracting Sales Talent
Salespeople may be accustomed to a higher salary than a nonprofit group
can afford, as well as large bonuses or commissions. But nonprofits can
entice job applicants by offering a more flexible schedule and a smaller
sales region (and therefore less travel), and they can promote the job
as a way to give back while growing a career.
In many traditional for-profit businesses, sales professionals are
compensated with a small base salary and a commission. Some
professionals are paid with a “draw,” where they must first earn their
base salary in sales, and then receive additional commissions. This
means that their actual income can fluctuate dramatically from month to
month. By offering the stability of a regular salary, social enterprises
can attract people with traditional corporate backgrounds who want to
work for a meaningful cause.
Many sales people also travel more than 80% of the year in order to make
their sales goals. This can be an exhausting and isolating way of life.
For some people, a flexible, supportive workplace with clear group goals
is more appealing than a frenetic, traveling lifestyle.
Finding the Pool and Screening for Fit
Nonprofits have several ways of finding and attracting people who are
committed both to the cause and to the bottom line. Look for candidates
who have a history of nonprofit board involvement or other volunteer
work. They will be more likely to understand the nonprofit culture. Ask
your board of directors and longtime donors to reach out to potential
people. These networks can be your best leads and your best advocates.
Advertise in crossover job posting Web sites such as
www.netimpact.org, graduate
school alumni association sites,
www.craigslist.org, or other places where both corporate and
nonprofit professionals look for jobs.
After you assemble a candidate pool, make sure to spend as much time
talking about your mission as the tasks and goals of the job. Ask
questions related to your mission. What drives them personally? What
about your mission appeals to them? Why do they think they would be
effective selling your organization? Consider it a big red flag if a
candidate wants to talk only about sales records and commissions. She or
he should have a real interest in the context of the sales job.
Bringing the Team Together
Once the salesperson is hired, it is important to build a team spirit
throughout the staff. When new people join an organization there is
always an adjustment, and this feeling can be exacerbated if the new
staff come from a very different background. It is critical to ensure
that there is respect and understanding on all sides. The new staff
should plan on spending some time shadowing development and program
people to learn the about the services, goals, and mission of the
organization. The new sales person might also meet with staff people to
gather ideas, brainstorm, and share expertise, allowing both sides to
see the bigger picture.
Ultimately, the goal is to have true understanding and effective
collaboration on all sides.
 Koya Consulting LLC focuses on finding and retaining excellent people in
the nonprofit sector. Dana Levy and Katie Bouton have diverse experience
in human resources, recruiting and organizational strategy. They can be
reached at dlevy@koyaconsulting.com or kbouton@koyaconsulting.com. Find
out more at www.koyaconsulting.com.
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