By Chris Davis, APR, Executive Director, American Red Cross – Blount County Chapter

I’ve had the great fortune to work for one of the world’s most well-known non-profit organizations for nearly 15 years. In that time, I have come to realize that building trust in a non-profit is vitally important to its success or failure, largely because the benefits that one receives from supporting a charity (other than a tax write-off) are often intangible (e.g. the feeling of contributing to a good cause or mission or the knowledge that one small action makes a big difference to the betterment of the community or world).

Building that trust, however, is not enough. Once earned, keeping that trust is one of the biggest challenges any organization (non-profit or otherwise) will ever face, because with that trust comes big expectations. Your reward for doing what is right (trust) is that now it is not just desired, it is expected.

While trust and credibility are earned and kept by a number of different factors, I believe they are most impacted by an organization’s continued focus on two things:

1. doing what is right – making sure that actions taken support the stated mission, and

2. sharing the focus of said actions with all internal and external stakeholders.

In her June 1 blog post, Mary Beth West emphasizes the importance of intent:

“What the majority of organizations out there fail to understand is that their intent – from the board room to the C-suite – is the critical driver of how a company is perceived and what type of reputation will follow. …… No messages or actions can make up the difference in meeting public expectations if an affirming organizational intent is non-existent.”

The organization’s actions mirroring its mission cannot be overemphasized. That is how trust is built and expectations are developed.

With all that being said, I believe a non-profit’s public relations efforts should be focused on those expectations. Key among those expectations should be developing an organization-wide culture of transparency.

A lack of transparency, or even a perceived lack of transparency, can undo the greatest of works and deeds built over decades. For my organization, the controversy over the use of donations following the terrorist attacks of 9/11 was a major black eye, resulting in a very real and tangible drop in public support. One of the main drivers of that controversy was the perception that there was a lack of transparency and that messages delivered did not match the actions planned and/or taken.

To build trust, you need to be as open as possible. In 2010, donors and stakeholders have more access to more information from more sources than ever before, and if they don’t hear the truth from you, they will hear something somewhere, and chances are, you won’t like what they hear.

I’m not saying that everything you do should be free for everyone to know, but one litmus test with regards to transparency is to ask yourself “If I were a (fill in the blank type of stakeholder in your organization), would I want or need to know this?” and “How would I feel about the organization (as a stakeholder) if I heard this news/information somewhere else?” Common sense, combined with a solid communications plan, are your friends and can go a long way as your organizational compass.

One of the most challenging tasks that a public relations practitioner can undertake is attempting to convince the folks in the executive suite that hiding or withholding information never pays off in the long run. Fortunately, examples abound of why a closed system is not a good idea. Just read the front page or business page any day of the week to have that point affirmed. In today’s digital and social media-driven world, no secret is safe.

The other vital part of having a culture of transparency is being accessible. For my organization, it is imperative that donors, volunteers, community partners, and friends know that we will do what we say, and that if anyone ever has a question, comment, or even (hold your breath) a problem or concern, then my door is open and phone calls and e-mails will be answered or returned. Part of being transparent is being accountable, and while not always comfortable, being accountable builds trust.

For 93 years, my organization has been a strong part of its community, and I attribute much of that longevity to the trust, transparency, and accountability that many volunteers and staff have helped to build. But no matter the size or age of your organization, trust can be built and earned, by doing what is right and by being accountable.