This seemingly helpful set-up to a question (usually posed by a well-meaning volunteer or an ally to your institution’s mission or cause), is actually one of the more strategically-derailing phrases that can be uttered.
“It would be interesting to know how many of our donors are under 35.”
“It would be interesting to know how our alumni who live beyond a 60-mile radius of campus feel about their relationship with their alma mater.”
“It would be interesting to know the number of widowed alumni who have made estate plans that benefit our institution.”
It’s not that this lead-in statement is setting up a potentially unhelpful question. Although, most of the time, it does lead to a spur-of-the-moment curiosity said out loud without any significant strategy consideration.
The real problem, though, is that far too many nonprofit and advancement leaders take the questions that emerge after hearing, “It would be interesting to know. . .” as directives. As something they should now pay attention to. As something that should become their focus. As something they should build plans around.
New reports are generated. New events are planned. New strategies are created. All because someone in a meeting said without a lot of strategic forethought, “It would be interesting to know. . .”
Far better for the nonprofit or advancement leader to simply respond, “That could be an interesting fact/data point/information to gather/etc., and we will take that into consideration as we continue our planning.”
It would be interesting to know why that doesn’t happen more often.
