The Power of Emotion
One of the most purposeful organizations we’ve ever collaborated with, Bloomerang helps nonprofits raise more with the end-to-end giving platform and expert team built for purpose.
This has been a particularly rewarding partnership, with client-agency alchemy arising from a shared belief. It’s the idea embedded in our name—that strategic use of emotion is central to the success of brands and businesses.
At the risk of making them blush, Bloomerang’s CEO Dennis Fois and CMO Ann Fellman are the kind of leaders we call Visionary Reinventors. They have the emotional intelligence and daring to push higher, and look deeper, for the good of their business, people, industry, and the 23,000 nonprofits they serve.
They were gracious enough to sit down with us for a roundtable discussion exploring how emotion is core to driving their tremendous growth.
Emotive Brand: When you composed the RFP, emotion was front and center in terms of how you thought about success. We’re curious—where does this passion for emotion come from? What was missing from the equation prior to our work together?
Dennis: My feelings were that Bloomerang fell too much on the empathy side, without any bite or desire or drive or ambition. The opportunity here is to change the [nonprofit] industry, where there’s a scarcity mindset—that you can’t ask for more. They [nonprofits] read bad reports: “Oh, Giving Tuesday was down.” The academia around it is depressing. And so there is this construct of constraints and not abundance. I want to create a bright light of ambition—fast-charging, but also with hope and optimism.
This is a time when we’ve never seen so much generational wealth. There are over 11 million millionaires in the United States alone. We’ve never had this amount of disposable income. There’s literally no reason why giving shouldn’t be going up every year. So this idea for emotion, this passion, needs to come through.
I want to sit on a rocking chair on a ranch when I’m older and reflect that we built a generational company that is looked on as, “They actually shook things up. They were the catalysts for more investment, more technology, better resources.”
But if you connect yourself to the industry and say, “We’re going to do more here,” then you need to bring empathy while also being a bit of a challenger.
Emotive Brand: I’ve been sitting in a group of management consultants for the past two days, and one of the things that we heard loud and clear again and again was that leaders who are all empathy are the worst leaders imaginable—empathy has to be conjoined with performance for any impact to actually occur.
Dennis: That’s well said. Yesterday at our kickoff, we talked about the issue that we have—and that’s complacency. We are doing so well. Our retention rates are off the hook. I have never seen anything like it. And you could say, “We are on a tear here,” but if you’re being intellectually honest, you say, “Are the gross retention rates, the fact that your customers don’t churn, because you’re that good? Or is it the feature of a complacent industry?”
If you allow the standards of the industry to define your standards, you’re done. And so there needs to be a perpetual engine, an internal drive to lift and change the industry, to overcome inertia. It’s very easy to forgive yourself for mediocre performance when you’re doing good work.
It’s a wonderful blanket of comfort to say, “Yeah, but I’m working on something really important. I helped that nonprofit. I am doing life-changing work here.” It’s a dynamic that we have to manage.
Emotive Brand: Ann, amidst all the success that Dennis has just outlined, what did you believe was missing from the brand today or the equation that you were bringing to market?
Ann: I grew up in B2B marketing. My whole career was tech, and speaking tech. I’d read paragraphs and be like, ‘What on earth did I just read? I have no idea what that said. That means absolutely nothing to me.’
So I’ve always believed that this is not B2B. This is B2H. We are selling to human beings. We are selling to people who have emotions. Whether I’m making a software sale, or buying some consulting, I’m going to be emotional about spending that money. I just am. And so I’ve always been one to say, “Can we push the brand, the marketing, the message to an emotional level, because we’re humans.” We’re not selling to computers—yet.
It’s okay to put emotional color and commentary into your message and how you show up, because it’s more enjoyable. You remember when you have fun doing something. We had a wild kickoff yesterday, talking about some pretty serious stuff. We’re asking people to work harder, do more, and at the same time, we’re laughing and making jokes about poop emojis. [Laughter]
Dennis: Sorry.
Ann: And so we’re being real human beings with emotion to connect. We’re going to do hard stuff, but we’re going to have joy in that. So when we think about what makes a really good company, yeah, you got to have all the tech, but you’ve got to have a powerful story that connects with humans, right there, front and center.
Emotive Brand: That’s amazing. We just wrote a white paper about the role of emotion, and the research says it’s even more important in B2B. Maybe because the decisions are big and weighty, and there’s more riding on it.
Ann: Yeah. You could lose your job if you make the wrong decision—put in some really crappy tech and you end up destroying the teams, their momentum, and morale. There’s so many layers of emotion behind these decisions.
Emotive Brand: Our experience working with many tech companies over many years is that they undervalue the so-called soft skills and soft metrics that actually drive not just decision-making, but the change and transformation necessary for those companies to show up in the world in a really significant way. It’s interesting how much that’s pushed to the margins, especially in the world of B2B, where to Amber’s point, I think it has the most potential to make a difference.
Dennis: Yes. This is a really good point. I understand where it comes from, especially when you’re talking about a technology company. Listen, the technology companies are by and large product companies. The goal as you scale is to sell the same product over and over. And if you’re not careful, it creates a very inside-out view—you want to stay very close to the true essence of the product, describe that in the best possible way and get everybody to say the same things over and over again. Obviously, that avoids a real understanding of how people buy, so that’s where leadership needs to step in.
Most organizations want to sell based on the value of change, and you can only sell the change if you have stories.
Ann: It’s always the phrasing of ‘this thing does blah-blah-blah.’ But no. Now you need to fill in the last piece, which is, so I can do what? Who cares? So I can raise more, so then I can deliver more.
Emotive Brand: As you frame the success of your leadership team, I can’t help but think that on some level, it’s because there is a greater sense of emotional investment, not just in each other, but in the success. It cannot only be a rational desire for success.
Dennis: I think what all of us have in common is that it’s a once in a lifetime opportunity to be working on a project like this. It’s where unbelievable financial success and outcomes and high-quality company-building comes together with a genuine world impact. It’s not a unicorn story where we’re changing the world through AI. No, it’s real societal impact. Normally, you have to pick one of the two.
Ann: Yeah, we chose the hard path. We chose to push ourselves further.
Emotive Brand: It’s like a reflection of what you want for nonprofits. The bar raising.
Ann: We’re choosing to raise the bar, and we’re going to take our teams and our customers with us in that choice.
Emotive Brand: Yeah. I mean I love the proverbial eating your own dog food, but I’m curious, do you see brand as the mechanism to communicate that to your prospects and current customers?
Ann: It has to. No customer wakes up thinking about your business every day or your product, unless there’s an absolute problem. So your brand is that positive manifestation of the outcomes, and then you’ve got to put it front and center, all the time.
Emotive Brand: And so is success in your mind if Bloomerang is always connoted with unlocking that sense of abundance and opportunity? Is that the ultimate kind of emotional unlock that you hope to achieve?
Dennis: I think so, because if we successfully do what you just said, then you basically blast it through all of the excuses not to grow. Now you’re confronted with your own reality—what is driving you? Well, hopefully, it’s that passion for the purpose.
Our gratitude goes out to Ann and Dennis for taking the time to reflect with us. Keep an eye out for Part 2 of our conversation, focused on the power of partnership. We’ll look into the alchemy of Bloomerang and Emotive Brand’s stellar collaboration.
We’re Emotive Brand, a brand strategy and design firm for product-proven B2B technology and AI companies. We believe the most enduring brands are built by fusing conviction and emotion at their foundation, so what’s true inside a company becomes what the market recognizes, believes, and values. Check out the full Bloomerang case study to see what that looked like in practice.
