 
Apathy - The Main Problem Facing Communities Today?
The message is one we at STELLAR Fundraising Executives (STELLAR) hear much too often: “I am sorry to say that the executive committee has decided to not decide. I don’t know exactly what that means in the long term, but I am very confident that in the short term there will be no action or recommendation, one way or the other, to the full Board. I seem to have overestimated my Board's readiness to expand this organization's capacity to provide economic and community development services.”
Board apathy resulting from weak leadership and fear is a growing issue for economic development and chamber of commerce professionals across the country. And although we usually see it terms of our professional fundraising activities, we know that apathy breeds apathy and can be indicative of greater organizational issues. In our opinion, a community’s biggest competition often isn't another community - it's a lack of commitment and leadership among volunteer Board members.
Some of the signs of apathy we see are decisions like the example above. Others are manifest in statements such as “we just keep getting ready to get ready.” Boards often engage in "analysis paralysis," wasting energy and organizational resources even in the face of positive results. We've done several fundraising feasibility studies where the community leadership recommended the Board go forward with a fundraising campaign and they didn't EVEN AFTER the due diligence of a 75-interview feasibility study reveals widespread community support to move forward. The result? Much wasted time, energy and money, but most damaging is the risk that the organization becomes perceived as weak, ineffectual and unresponsive from having ignored the will of the community.
If a positive feasibility study result has been achieved, moving forward to do the fundraising campaign will demonstrate leadership and build confidence in the organization because a) the community has spoken, b) consensus has been built, c) a sense of excitement, momentum and expectation has been created, d) sufficient funding sources have been identified, e) appropriate leadership has been cultivated, and f) a framework for a long-term program has been developed and necessary input and feedback garnered. Nothing will excite, energize and engage a community and its leadership more than a bold new program and its fundraising campaign. If the board hesitates, it may be due to misunderstandings, conflict of interest, hidden agendas, power coups or a change in circumstances.
So what are the solutions to overcoming apathy? First, figure out the cause of the apathy and ways to address the cause. Give your leadership the “care and feeding” they need to better understand your communities needs, opportunities and threats and the bold new ways your organization plans to address these. Invite outside consultants like STELLAR to reinforce your efforts, to provide motivation and to build consensus and excitement. Allow us to share samples and examples of how other communities are moving forward and why inaction will stall your efforts. Let us lead a planning session to help them “own” the needed action because we all know that “what they write, they’ll underwrite.”
It takes vision, leadership and courage to take the big steps to move a community forward. Rebounding from any significant level of apathy will take time and effort. We understand it requires a big commitment and trust. However, it’s those that take the substantial, but calculated risks that usually end up the big winners in the growth game. So, don’t be paralyzed by inaction. Listen to your community and take action one way or another. Either lead, follow or get out of the way! The stakes for your organization – and your community – are too high.
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