Cycling, boxing and running studios, as well as some full-service gyms, are using sophisticated lighting systems to heighten the exercise experience.
NYS Entity Status
NYS Filing Date
JUNE 27, 2013
NYS DOS ID#
21W 2. 8TH ST., APT. 2F
NEW YORK, NEW YORK, 10011
NYS Entity Type
DOMESTIC LIMITED LIABILITY COMPANY
2013 - GOOD 2 GREAT PRODUCT STRATEGY LLC
AROUND THE WEB
- Fit City: Taking Night-Life Cue, Gyms Lower the Lights
By TATIANA BONCOMPAGNI - Tuesday Jun 13, 2017
- In the Huddle With NY Jets Owner Woody Johnson
Friday Oct 15, 2010
Woody Johnson, owner of the New York Jets NFL franchise, joins WSJ's Lee Hawkins for the "WSJ Weekend Conversations" series to talk about the Jets' Super Bowl prospects, co-chairing the 2014 Super Bowl host committee, and his charitable interests.
- Five Sites of New York’s L.G.B.T. History
Monday Jun 19, 2017
Jacob Riis Park, a Manhattan church, the Bum Bum Bar and more. In 360 degrees, visit five sites that helped shape New York City’s L.G.B.T. community and its history.
- 10 Cage Rattling Questions to Ask About Your Fundraising Plan and Strategy
By Gail Perry - Friday Jun 16, 2017
There are lots of questions about fundraising strategy we can ask.
And asking these questions will open the door to hugely productive discussions.
Do you want to raise the kind of money that not only funds your work — but also actually transforms your organization’s mission potential and reach?
What would it really take to pull it off?
Why do some organizations tackle huge goals, aspire to incredible heights – and actually reach them?
And others are content with just limping along, aspiring for only small, incremental increases in revenue?
But just remember - transformational results really ARE possible.
You have to make the leap from good to great fundraising.
Your organization’s future depends to a large extent on the decisions you make about fundraising strategy.
Here are 10 questions about fundraising strategy that you and your board need to ask when you are creating your fundraising strategy and plan for the coming year:
1. Can we be honest about what’s working and what’s not working?
Most organizations are pretty set in their ways.
Everybody — staff and board — are in their comfort zone and often don’t want to disturb themselves.
Nobody wants to rattle any cages for sure. Honesty may not be rewarded.
Tough questions about fundraising strategy are not asked. :)
Creating an atmosphere of openness and honesty is essential if you want creativity and new ideas - and mega fundraising success.
2. Can we make decisions based on data and not personal opinion?
How are decisions made at your organization? Do you rely on data and facts?
Or do you make decisions based on people’s personal preferences or opinions?
Too often, there's too much weight given to the opinions of the most powerful person in the room.
Set your strategy based on data and research. This is a MUST if you want to reach mega fundraising goals.
3. Are we willing to ditch unproductive programs?
Often there are special fundraising programs (especially events) that are no longer worth the time and effort to put them on.
But they are protected by a powerful board member or the CEO.
Where are the time-wasting, unproductive fundraising programs in your organization?
Can you speak honestly and ditch them?
Don't waste your organization’s wildly precious resources of time, energy and money in places where it doesn't pay off.
4. Are we willing to set $ goals that are backed up with a PLAN?
Sometimes fundraising dollar goals are estimated, guessed at or even pulled out of the air.
An organization wants more out of fundraising but doesn’t want to figure out how to get there - there's no plan that will set up success.
It’s impossible to achieve great results without a detailed, calendared plan and strategy.
5. What would happen if we invested more in fundraising?
If your organization invested more in fundraising, you would pay back the investment plus realize a significant return.
Fundraising is not a cost center.
It generates revenue.
Invest more in fundraising, and you’ll see an exponential return!
6. Can we encourage risk taking with fundraising venture fund?
Some organizations set aside funding just for new fundraising ventures that offer promise.
Consider that your endowment is earning 4% a year return back to your organization.
If you borrowed from your endowment, invested in expanding fundraising - you'd see a return of 300-400% - plus you'd pay the principal back.
Venture investing in fundraising can be a smart strategy that yields substantial revenue.
7. Can our entire organization embrace fundraising as a mission goal?
The nonprofits that integrate fundraising into their core mission goals, are the ones who achieve maximum fundraising results.
It takes every single person in the organization to be on board — from the folks answering the phones, to the CEO, to the board.
What would it be like if every one of these people all worked together on a plan that they supported? You'd see transformational results!
8. Can our entire organization embrace and honor donors as important to our mission?
Honoring donors is the first step toward an organizational culture of philanthropy.
When an organization does this, then max fundraising is truly possible.
This is what a true culture of philanthropy is — when every single person in the organization embraces their donors as important, valued, and worthy of attention and honor.
Your leaders may be nervous about the idea of fundraising, but they CAN get excited about your donors.
An organization-wide commitment to your donors will lead you to transformational fundraising results.
9. Could we set aggressive, breathtaking goals?
Aggressive goals force everyone to shift and work differently – from the administrative staff to the board members.
Aggressive goals get attention.
What could we accomplish if we marshaled everyone's energy into a new set of transformational goals?
10. What will this take from everyone to make it happen?
When it comes to fundraising, honoring your donors, building a sustainable base of revenue for your mission - what's everyone's responsibility?
What is each person committed to create?
Bottom line: Ask These Questions About Fundraising Strategy
These seem like huge questions to think about. That’s because THEY ARE HUGE.
But if your leaders can tackle all these, you’ll be on your way to amazing results that can TRANSFORM your fundraising.
What do you think? Can you and your team ask the tough questions?
Leave me a comment and let me know!
The post 10 Cage Rattling Questions to Ask About Your Fundraising Plan and Strategy appeared first on Fired-Up Fundraising with Gail Perry.
- Pride 2017: New York’s L.G.B.T.Q. Story Began Well Before Stonewall
By LIAM STACK - Monday Jun 19, 2017
The gay bar’s 1969 patron-police battle, hailed as a starting point, actually followed many events in the city, now mapped in a sites project.
- New York City and James Blake Resolve Excessive-Force Claim
By BENJAMIN MUELLER - Wednesday Jun 21, 2017
As part of the deal with the former pro tennis player, the city will create a new position within the agency that investigates police misconduct.
- Ask the NY Giants: Socks with Sandals?
Tuesday Sep 15, 2015
Professional athletes like members of the New York Giants are the inspiration for the latest (counterintuitive) high-fashion trend: wearing socks with sandals. Photo: Stu Woo/The Wall Street Journal
Leading a nonprofit rebrand: Lessons learned from Good to Great
Thursday Dec 1, 2016
Behind the most successful nonprofit rebranding initiatives lies not just a great logo or perfectly phrased tagline, but also a strong leader and team of people who feel engaged in the process, motivated to give thoughtful feedback, and focused on the goals of the work—not just the work’s deliverables.
In the book Good to Great: Why Some Companies Make the Leap and Others Don't, Jim Collins offers a powerfully simple metaphor for explaining what makes a good organization become a great one, which naturally applies to the work of nonprofit rebranding.
You are a bus driver. The bus, your company, is at a standstill, and it’s your job to get it going. You have to decide where you’re going, how you’re going to get there, and who’s going with you.
Most people assume that great bus drivers (read: business leaders) immediately start the journey by announcing to the people on the bus where they’re going—by setting a new direction or by articulating a fresh corporate vision.
In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats. And they stick with that discipline—first the people, then the direction—no matter how dire the circumstances.
Nonprofits embarking on big organizational shifts such as rebranding can also benefit from some of Collins’ thinking, shifting attention away from the “what” to the “who.” Inspired by his bus metaphor, we’ve assembled a few leadership lessons for nonprofits thinking about undergoing a significant rebrand. Safe travels.
- Invite the right passengers onboard the bus. Nonprofit rebranding is not a one-person job or a task managed exclusively by a consultant. Rebranding successfully requires assembling the right team for the journey as much as making decisions like what color your new logo should be. Strong leadership entails a well-thought-out plan for engagement and feedback from different areas of the organization—from staff inside and outside the communications team, to senior leadership, to the board, to outside experts and consultants. The earlier you know who needs to be on the bus, the better.
- Get the right butts in the right seats. Effective nonprofit leaders don’t just invite the right people on the bus, they think about getting the right people in the right seats. For nonprofit rebranding, that means mapping out the responsibilities and expectations of those involved in the process based on their connection to the organization and areas of expertise, and clearly communicating how the ultimate decisions will be made. A RACI chart is a helpful tool to employ when rebranding: it clarifies roles and responsibilities, making sure that nothing falls through the cracks. RACI charts also prevent confusion by assigning clear ownership for tasks and decisions. We’ve seen that strong nonprofit leaders don't shoulder the full responsibility for decision making or obscure how the decision will ultimately be made or who will make it.
- Agree upon the destination. Now that you have the right people in the right seats, work on defining and communicating the destination. Jim Collins explains that this is where many leaders fall short—they start first with the “what” and then shift to the “who.” In the case of the nonprofit rebrand, that means getting aligned about what the rebrand is ultimately in service of (fundraising? greater awareness? advocacy?), identifying who the right audiences are to achieve that goal, and clarifying the strategies to reach them. As a leader, it’s your job to ensure that everyone understands and is bought into what the destination is and how you’ll get there. If everyone on the bus has a different destination in mind, then it’s going to be a tough journey. Some of the most challenging rebrand processes we’ve been a part of happen when key people involved lose sight of why they’re doing this. It’s the leader’s job to keep that vision alive.
- Expect some potholes. Change is hard, and rebranding is no exception. The more you can embrace the idea that challenges will be part of the process—and better yet, see them coming before anyone else does—the better shape you’ll be in. People will disagree, and the work might not be “it” the first time around. Rebranding is a process, and as a leader it’s your job to expect the challenges, understand them, and navigate through them.
- Keep your passengers in the know. Communicating with everyone involved throughout the rebrand process is essential, especially because rebrands don’t happen overnight. Let folks know what the process will include, what’s happening next, and the status of everything. Don’t leave your passengers unengaged or lost.
- Triage passenger feedback and politics. When it’s time to start making decisions and evaluating the work, it’s your job to listen to new ideas without judgment, take feedback seriously, and process what you’ve heard through the lens of the desired goals. Consider everything, but be comfortable knowing that not everyone’s opinions have to be included or have to be reflected in the final product. It’s up to you, as the leader, to decide and hold firm on what will (and what won’t) happen.
- Arrive safely at the destination. Ultimately, it’s your job as the driver on this journey to keep your hands on the wheel and your eyes on the road, and follow the smartest route possible. In a rebrand, you’ll have to ensure decisions are made, commit to those decisions, and make sure your team understands and supports those decisions. Some detours are okay, but a successful journey must come to an end.