【中文版 132】杰夫·沃克：筹集资金

筹集资金

【Background】

【背景介绍】

Raise Capital: Techniques for Turning Donors (and Investors) into Doers, with Jeff Walker, Former CEO and Co-Founder, J.P. Morgan Partners

If you’re looking to raise money for a project, put yourself in the position of a donor or investor for a moment. Everyone is asking you for money. You are under siege. So how would you like to be approached? No one likes being treated like an ATM machine. But what if someone asked you to become a creative partner in solving a problem that you both deeply cared about?

According to Jeff Walker, former CEO & Co-Founder of J.P. Morgan Partners, if one approaches an investor with the notion that financial “help” is needed, the relationship has little room for growth. “You never come to someone on bended knee,” says Walker. Rather, encourage participatory, collaborative relationships with investors.

大家好，欢迎来到《全球精英的5分钟成长学院》。 

今天我们请到了杰夫·沃克，他是JPMP的前任首席执行官与联合创始人。今天的课程中，他将为我们讲解如何筹集资金，如何让捐助者与投资人变成项目的参与者。

如果你想为一个项目筹集资金，先把自己放在捐助者或投资人的位置上。每个人都在问你要钱，你被团团包围。那么你会希望他们用哪种方式接近你？没人喜欢被当作提款机的感觉。但如果有人邀请你成为合作伙伴，一起来解决一个你们都非常关心的问题，你会怎么做？

杰夫·沃克认为，如果带着需要金钱"帮助"的想法去接触投资人，那么这种关系几乎没有发展的空间。“永远不要跪着求人”他说，“而是要鼓励投资人，与其建立参与式的合作关系。”接下来，就让我们听听沃克的具体建议。

【Course】

【课程】

“The (Don’t) Ask”

"（不要）问"原则

The Generosity Network’s an idea that we have been teaching at Harvard’s Kennedy School and it’s opening up networks so that you find individuals who can be your partner in causes of the day. So many nonprofits these days focus on, “Gee, I need help and so I need to raise capital. How do I get funds.” And then the donors feel like they’re attacked, that they’re having many people going after them for funds. And our philosophy is is that there really is no difference between donors and doers. That lowering those walls between those two individuals, individual groups, allows a lot more resources to come to the table.

“慷慨网络”是我们在哈佛大学肯尼迪学院教授的一个概念。这是一套开放的网络，它可以让你上找到特定的人，成为你当时事业的合作伙伴。现在很多非营利组织通常将重点放在，"哎呀，我需要帮助，所以我要筹集资金，我怎么才能筹到钱呢？" 然后捐赠者就会觉得自己被冒犯了，因为有很多人追着他们要钱。而我们的理念是，捐赠者和参与者之间其实没有区别。通过破除这两者及其团体之间的壁垒，人们可以吸引到更多的资源。

And the way you do that, there’s some tools and techniques that we can walk through, but the way you do that is to starting having individual conversations about how people with common passions can come together. And you bring whatever you have to the table for the goal of achieving and solving a problem. So for example, we worked on malaria together. There’s a whole group of individuals, people with money, people with networks, people with knowledge, people with expertise, people with time who all came together to say we want to solve the problem of deaths from malaria. There was a million one people dying per year from malaria. Today, after the collaboration that came together there’s 450,000 a year dying in sub-Saharan Africa mainly. And our goal of the next two-and-a- half years is to go down to zero.

要实现这一点，我们当然可以采用一些方法和技巧，你可以从单独的对话开始，谈谈有共同志向的人们是如何走到一起的。你要把你所有的东西都拿到台面上，这样你才可能达成目标，解决问题。比方说，我们一起研究疟疾，我们有一整群人，有钱的人、有关系的人、有知识的人、有专长的人、有时间的人，全都走到一起，说我们要解决疟疾引发的死亡问题。每年有100万人死于疟疾。如今，经过我们一起努力协同合作，每年死于疟疾的人数降到了45万，且主要集中在非洲撒哈拉以南的地区。而我们未来两年半的目标是将死亡人数降至零。

Now how did that collaboration come about? How did people lower their own egos sufficiently to look at that higher goal which is to lower deaths from malaria? So we walked through a number of different tools and techniques to be able to bring those parties together. In setting up Boards to do that, setting up this important relationship between a Board Chair of a nonprofit and the Board CEO. If those work well together then the enterprise tends to perform better. And so there’s an open dialogue.

这种合作是如何达成的？这些人是如何降低自尊来追求进一步降低疟疾死亡率的更高目标？我们采用了一些不同的方法和技巧，以便将各方聚集在一起。为了实现这一点，我们要建立董事会，在非营利组织的董事长和董事会CEO之间建立重要联系。如果这些人可以很好地合作，那么企业的表现往往会更好。这就是开放的对话。

We’ve seen good Board Chairs spending 10 to 30 percent of their time available on that enterprise. There’s some great examples of wonderful partnerships like Sue Lehmann was chair for eight years of Teach for America with Wendy Kopp. It’s an amazing partnership. They talked to each other frequently. They went on road trips together to raise capital. And they bounced ideas off of each other. And it’s really understanding that the other person is your partner. That there really isn’t a segment where gee, they have money and so I have to listen to them more than somebody who doesn’t. That’s just not true. You never come to someone on a bended knee. You don’t ask for help. You ask to partner.

我们可以看到，优秀的董事长会把10%到30%的可支配时间用于企业工作。有些很好的合作关系的例子，像是苏·莱曼和温迪·科普一起在 “为美国而教”担任主席八年之久。这是一种了不起的合作关系。他们经常互相交谈，一起去公路旅行筹集资金，互相交流想法。这代表了他们真正将对方视作彼此的合作伙伴。而不是说，哎呀，他们很有钱，所以我得听他们的，而不去听那些没钱的人的。这是不对的。永远不要跪着来求人，你不是在寻求帮助，你是在寻求合作。

If you ask for help that’s like oh, please, you know, work with me and be so nice to give your capital. Instead you’re saying what are you passionate about. Ask them the questions of why. Why they are doing what they do? What are they moved by? What areas are they interested in? Go through and have that conversation with each individual on the Board. Have that conversation with some of your management team. Start understanding that if we have three Board members that have marketing expertise that they probably could help the communications vice president in your nonprofit. And that they are probably working together. And if they do you’re gonna enhance the relationship between them.

如果你直接寻求帮助，那就像是说，哦求求你，和我一起干吧，行行好给我投钱吧。反之，你要做的是告诉他们你的热情所在。问他们关于“为什么”的问题。他们为什么要从事现在的事业？他们会被什么打动？对什么领域感兴趣？这些问题要和董事会中的每个人都谈一遍。和你的管理团队中的一些人进行这种对话。你可以试着这样想：如果你的非营利组织中有三个董事会成员有市场营销方面的专业知识，他们就可能为你营销部门的副总裁提供帮助，而且他们彼此之间也能进行合作。如果他们最终达成了合作，你就能增进他们之间的关系。

Jeffersonian Dinners

杰斐逊晚宴

There’s other tools and techniques that you can use as well. One is we created something called the Jeffersonian dinner. Jeffersonian dinners are – when I was chairman of Monticello, Thomas Jefferson’s home – I love Thomas Jefferson. He’s my hero. Imagine walking into Thomas Jefferson’s dining room – candlelit at night, has an amazing number of people at the table. He wanted to hear everyone at the table. So do I.

你当然可以使用其他方法和技巧，而我们自创的方法叫“杰斐逊晚宴”。杰斐逊晚宴的名字是我在托马斯·杰斐逊基金担任主席时起的。我非常尊敬托马斯·杰斐逊，他是我的偶像。想象一下，当你走进托马斯·杰斐逊的餐厅，夜里点起烛光，桌边高朋满座。他希望听到餐桌上每个人的发言，我也一样。

And so instead of just talking to the persons next to you, you have a whole table conversation. And so you start by opening with a dialogue around a topic, proposal or question that people want to solve. For Teach for America and something called Blue Engine which is a nonprofit, we had a dinner that focused around the question of, how do we bring great and keep great teachers in the eighth and ninth grades in public schools? And so the people around the table had lots of different areas of knowledge and expertise but we opened the question and opened the discussion with the question of, who’s your favorite teacher. Halfway around the table there were tears in people’s eyes because they started to remember what it was like to have a great teacher. And so then we evolved to a discussion around the table after each person after about a minute-and-a-half gave their stories, personal stories, to what does it take to keep a great teacher? How can we use technology today to help train them? How can we social emotional learning skills to help them so that they handle the stress of being in a classroom? How do we start making sure that the teachers know we care? And so we had an amazing around the table conversation. Wendy Kopp, CEO of Teach for America, said, “there’s no silver bullets. It’s all silver buckshot. Some is going in the same direction.” So we think, “Oh, that helps us frame the question.” Then we had somebody there who was starting a nonprofit bringing these teachers to the eighth and ninth grades from Blue Engine. And so he was a subject expert and so occasionally he would give us some input. But there’s no presentations. There’s no pitches.

所以你不要只和旁边座位的人说话，而是要发起和整桌人的对话。首先你要围绕着人们想要解决的话题、建议或问题展开对话。比如在我们给 "为美国而教"和一个叫 "蓝色引擎 "的非营利组织组织的一次晚宴中，主要讨论的问题是：如何在公立学校的八、九年级引进优秀的教师并留住他们？晚宴上的人有很多不同领域的知识和专长，但我们用了一个问题引入，谁是你最喜欢的老师。讨论进行到一半时大家都有些激动，眼里含着泪水，因为他们回忆起了自己遇到好老师的感觉。所以后来我们的讨论就变成了每个人用一分半左右的时间来讲自己故事，怎样才能留住好老师？我们如何利用现在的技术来帮助培养他们？如何用社会情感学习（SEL）技能来帮助他们，让他们处理好在课堂上的压力？如何确保老师们知道我们在关心他们？于是我们围着餐桌进行了一场精彩的对话。"为美国而教"的首席执行官温迪·科普说："我们的方法不是单一的，有很多方法可以考虑，有些事情正在朝着相同的方向进行。" 所以我们想，"哦，这有助于为这个问题提供框架。"于是就有人决定组建一个非营利组织，将蓝色引擎的教师引进到公立学校的八年级和九年级。他是领域内的专家，有时他会给我们一些建议。但在整个过程中，既没有演讲，也没有推销。

And then you wrap it up saying, “So what do we do now?” So the last 10, 15 minutes of the dinner is, let’s talk about this discussion and what do we think about moving forward. The dinner’s an opening and a closing. It’s an opening that sets the relationships and you do this with your Board, you can do this with potential donors. Having an opportunity to spend two-and-a-half hours with the typical dinners of 12 to 15 people and having a whole table connective conversation that I can then follow up on when I meet people that I think are interesting or can work with me.

然后你可以总结说， "我们现在该做什么呢？" 所以在晚宴的最后10到15分钟可以回头总结一下这次讨论，以及未来我们可以做些什么。晚宴有开场和结尾。在开场，你需要建立关系，比如你和你的董事会之间的联系，还有你和你潜在投资人的联系。找个机会，花上两个半小时，参加一场12到15人的晚宴，在整桌人之间建立起联系，发起对话。当你就遇到一些你感兴趣或是能够一同合作的对象时，再继续把对话推进下去。

Nonprofits have used this to start generating these relationships that can turn into parts of their own generosity networks. How can they continue to grow their networks so that they have people who have different areas of expertise coming together for a common cause. This works in local food kitchens. I’ve seen it work with global health discussions. So it works in many different ways.

非营利组织已经开始使用这一方法建立关系，并将关系转化为他们自己的“慷慨网络”，他们不断发展自己的关系网，让不同专业领域的人为了同一个目标走到一起。这在地方食品行业已被验证有效。我也看到它在全球健康讨论中发挥过作用。所以它其实在许多不同领域都很有用。

So Generosity Network’s about bringing the walls down, allowing people to feel like they have passionate connection rather than just throwing money over the wall to any kind of cause. Allowing them to look at the bigger questions that they can work on together and bring them to the table in partnership and collaboration to solve a lot of the big questions. And actually it’s a lot of fun to find people that you like to work with that have the same kind of passions that you do.

所以，“慷慨网络”就是要把墙推倒，让人们觉得他们之间有共同的情感联系存在，而不是隔着一堵墙，随意把钱丢过去，丢给某个公司。“慷慨网络”可以让他们看到更大的问题，在这些问题上他们可以一同合作，可以让他们坐在一张桌子旁边，通过合作来解决许多大问题。事实上，找到你希望合作、和你有同样的热情的人，本身就是一件很有趣的事情。

【Summary】

【总结】

Raise Capital: Techniques for Turning Donors (and Investors) into Doers, with Jeff Walker, Former CEO and Co-Founder, J.P. Morgan Partners

In this lesson, Walker introduces a technique he has dubbed “Jeffersonian Dinners.” The basic idea is that passion-centric dialogue and problem solving prove more effective than the more formal “pitch and present” approach to fundraising.

“The (Don’t) Ask”

1.Start conversations that bring people with different skill sets and common passions together.

2.Encourage open dialogue by establishing a strong relationship between the board chair and CEO.

3.Don’t ask for help. Ask to partner. Ask donors what they’re passionate about.

“Jeffersonian Dinners”

1.Open a dialogue around a topic, puzzle, or question that people want to solve.

2.Have discussions rather than presentations and pitches.

3.Grow a network of people with different areas of expertise coming together for a common cause.

在这节课中，杰夫·沃克为我们讲解了如何筹集资金，如何让捐助者与投资人变成项目的参与者。同时，他也向我们介绍了什么是"（不要）提问"原则和"杰弗逊晚宴"。

沃克介绍了一种他称之为 "杰弗逊晚宴 "的技巧。其基本理念是以志趣为中心的对话，在筹集资金时，解决问题被证明比正式的 "推销和展示 "更加有效。

一、"（不要）提问"原则

1.通过对话让拥有不同技能、志趣相投的人走到一起。

2.鼓励公开对话，紧密团结董事长和CEO。

3.不要寻求帮助，而是要求合作。了解投资者追求的是什么。

二、"杰弗逊晚宴"

1.围绕人们想解决的话题、难题或问题展开对话。

2.进行讨论而不是演讲和推销。

3.发展关系网，让不同专业、领域的人因为共同的事业走到一起。

本节目英文版音频和视频均由美国Big Think Edge 独家授权，中文版由喜马拉雅制作播出。感谢收听，我们下集节目再见！