Self-aware

A self-aware organization understands its unique strengths and capacity to effect change; it also knows its limitations and boundaries.

Self-aware organizations are committed to learning and continuous improvement. They think from a systemic perspective. They recognize that every individual contributor adds value and that teams are the fundamental learning unit. They build a shared vision for success. They prioritize ongoing evaluation. And they create space for internal reflection, retooling and renewal.

Sometimes this involves formal assessment mechanisms, like grantee perception surveys or 360 program evaluations. At other times it might be as informal as a brown bag lunch or non-structured staff retreat. What matters is that the organization is consistently seeking to improve itself.

Self-awareness plays an especially important role in strategic communications. Organizations who are self-aware understand the value, and limitations, of their brand assets – their reputation, relationships and resources. They know when and how these assets can best be applied, and to what effect. They also know how to avoid the hubris of “funder knows best” thinking, which can lead less self-aware organizations into dangerous territory.

by the numbers

92%

Percentage of executive leaders who feel that outcome measurement is not a barrier for effective communications.
SURVEY

300

Number of foundations who have commissioned CEP’s Grantee Perception Report.
SOURCE

50,000

Number of grantees who have completed CEP’s Grantee Perception Report about a funder.
SOURCE

tips and insights

Communication leaders are more likely to see measurement as a barrier than executive leaders are.

There are many audiences you can learn from, including declined grant applicants, past and present donors, board members, peer funders and former employees.

There are many ways foundations can encourage grantee feedback. A simple place to start is on your website, by sharing email addresses and creating easy-to-use feedback mechanisms.
SOURCE

Voices

Improving an organization’s communication capacity can create organizational cohesion, concentrate focus, and reinforce shared values.

PROGRAM LEADER Private Foundation

Sometimes there’s a dynamic tension between communication and program. The two groups can work together to eventually get to a place that everyone is comfortable with. So this tension is not a bad thing. Everyone is doing their job.

PROGRAM LEADER Private Foundation

Based on my grantmaking experience, when you are innovating—trying stuff, failing, and iterating—communication needs to be in the mix. You need to communicate to partners what you’re trying, what’s working, and what’s not.

PROGRAM LEADER Private Foundation

Exemplars

exemplar

Grantee Perception Report

Center for Effective Philanthropy

The Grantee Perception Report® (GPR) provides funders with comparative, actionable feedback based on responses to a customizable online grantee survey.

exemplar

Getting Single Minded: Why Research Matters

Kate Emanuel for the Communications Network

“Most people go into research with preconceived notions—maybe we think we already know the issue or our gut instinct renders any research unnecessary. Instead, go into research with an open mind—even with an eye to getting a contrary view.”

exemplar

Fund for Shared Insight

Hilary Pennington, Ford Foundation, and Fay Twersky, William and Flora Hewlett Foundation

Seven foundations have joined together to create the Fund for Shared Insight, which will give one- to three-year grants to nonprofits working to collect feedback and be more effective.