[Chapter 6, page 96]

Basic Principles about Holding Meetings

1.Make sure the meeting needs to be called. It is astounding how often meetings are held without a clear purpose for which there is a demonstrated need. To be sure, there is value in networking, information exchange, and sometimes, in coordinating work. But most realms in which philanthropists work have fairly deep communications infrastructure— journals, Web sites, blogs emails, conferences (though these, too can be a waste of time), and conversations over drinks at the annual benefit. Funders have power, and people will come to their meetings—so serious self-discipline is necessary to check that the meeting is a really a good idea.

So before you call a meeting, confirm the need. Especially if you are inviting potential or actual grantees, be sure they recognize the need for the meeting—since they will come whether they find it useful or not.

2.Make sure that you have serious value to add as a convenor. There are any number of meetings out there, and nearly as many groups to convene them. Philanthropists, and especially well-established foundations, have a few advantages serving as convenors:

• By contrast to many nonprofit organizations, they are often seen as above the fray.
• They command the respect of high-level actors. They can bring people together who generally don’t have working relationships.
• They can commit resources, on-the-spot, for follow-on work. This is an amazingly rare quality.
• They can see the whole field, and can thereby command a broader perspective than most actors.
• They can put people on best behavior—except, sometimes, themselves.

We’d suggest four general principles:

a) Don’t employ your convening power in a realm you are not already committed to and expert in. Otherwise, your value-added is likely to be quite small.

b) Before the meeting, at least mentally allocate funds for following up on the most promising suggestions that may arise. Good meetings generate good ideas. The group may conclude that some research is needed, or a media program should be launched, or that a secretariat should keep the conversation going—or whatever. Be prepared to say yes to such requests.

c) Seriously assess the special qualities foundations can offer, mentioned above, and use them to make the meeting more valuable. Rope in some warring actors and find peace. Use different perspectives on a problem to build a more holistic strategy or to winnow out some less important work. Let the intelligence assembled inform your grantmaking, and show the participants how that happened.

d) Create an environment in which you will received honest feedback from grantees and others that will enable you to improve your grantmaking and other philanthropic activities—including feedback that you are calling too many meetings or not running them efficiently.

3.Be clear about the goal of the meeting, about each participant’s role, and the follow-up.

4.Report back to the participants. This is especially important if the meeting concerns your or your grantees’ strategic directions. In most meetings related to philanthropy, you will collect far more suggestions than you can use. When you make your choices, explain them. Give the rationale for what you have selected and, to a reasonable extent, for what you decided not to include. If you can identify specific suggestions raised in the meeting that you will incorporate in your funding, call them out: this will give a sense of gratification to participants.

In sum, take the privilege you are afforded as a philanthropist seriously. Money gives you credibility: don’t squander it.