I talk with clients a good bit about the time we spend brushing our teeth. I don’t know anything special about dental care, of course. Rather, I bring up that daily habit because it’s one of those everyday moments in which we can briefly be alone with our thoughts, staring
The donor has interests and values she wants to express through her giving. Regardless of how aligned your organization’s mission or fundraising priority is with her interests and values, this donor is only going to giving significantly and with enthusiasm if she trusts the people she is giving to. Trust
This is a well-worn question we learn as young students in school. It’s also a limiting question. When we ask this question, the assumption is that the only value of education is how it prepares and benefits us for some specific test. Everything else that happens in the educational experience
We talk a lot in advancement about the importance of creating compelling stories for our donors and friends. Stories that personify the impact of giving and volunteering. And stories that encourage others do more of both. We invite donors to respond generously by telling a story of a life saved
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Join this On Demand webinar on the Annual Plan for Your Annual Fund, presented by Senior Consultant Pam Spencer, who will share her years of experience with us in leading an annual fund planning process.
If our goal is to raise more money for our cause, a common sentiment expressed is something similar to the following: “We will need new donors to step up!” On it’s face, this sentiment seems to make sense. We absolutely could raise more money if new or lapsed donors respond
New leaders at all levels have an often-overlooked, but potentially critical asset at their disposal — the benefit of the doubt. The benefit of the doubt means that when a new leader arrives, her initial progress is viewed in the most positive light, instead of critically. The benefit of the
The central problem arising from giving gifts to donors as a result of their charitable support is far deeper than any “transactional vs. relational” discussion. Yes, we should be promoting a more relational approach to our advancement work with donors. And, yes, we have to be careful with teaching our
To raise more money, my guess is that you could most likely invite current major gifts more often. You could most likely draft a more compelling case for support. You could most likely recruit Board and volunteer leaders who have more generous giving histories. You could most likely implement a
I had an experienced gift officer proudly share this comment with me recently. I don’t think it was the flex he thought it was. I’m pretty sure I understood the sentiment behind his statement: He engages donors in such compelling ways and with such skill that he doesn’t need to
I talk with clients a good bit about the time we spend brushing our teeth. I don’t know anything special about dental care, of course. Rather, I bring up that daily habit because it’s one of those everyday moments in which we can briefly be alone with our thoughts, staring at ourselves in a mirror. It’s a time where self-talk
The donor has interests and values she wants to express through her giving. Regardless of how aligned your organization’s mission or fundraising priority is with her interests and values, this donor is only going to giving significantly and with enthusiasm if she trusts the people she is giving to. Trust is interesting because many advancement professionals act as though it
This is a well-worn question we learn as young students in school. It’s also a limiting question. When we ask this question, the assumption is that the only value of education is how it prepares and benefits us for some specific test. Everything else that happens in the educational experience is a waste. This misunderstands the bigger and more important
We talk a lot in advancement about the importance of creating compelling stories for our donors and friends. Stories that personify the impact of giving and volunteering. And stories that encourage others do more of both. We invite donors to respond generously by telling a story of a life saved or changed because of our institution. We invite volunteers to
On Demand
Register Here
Join this On Demand webinar on the Annual Plan for Your Annual Fund, presented by Senior Consultant Pam Spencer, who will share her years of experience with us in leading an annual fund planning process.
If our goal is to raise more money for our cause, a common sentiment expressed is something similar to the following: “We will need new donors to step up!” On it’s face, this sentiment seems to make sense. We absolutely could raise more money if new or lapsed donors respond generously. But, it becomes a mistake to prioritize the work
New leaders at all levels have an often-overlooked, but potentially critical asset at their disposal — the benefit of the doubt. The benefit of the doubt means that when a new leader arrives, her initial progress is viewed in the most positive light, instead of critically. The benefit of the doubt means that when a new leader arrives, a mistake
The central problem arising from giving gifts to donors as a result of their charitable support is far deeper than any “transactional vs. relational” discussion. Yes, we should be promoting a more relational approach to our advancement work with donors. And, yes, we have to be careful with teaching our donors to expect a gift every time they support our
To raise more money, my guess is that you could most likely invite current major gifts more often. You could most likely draft a more compelling case for support. You could most likely recruit Board and volunteer leaders who have more generous giving histories. You could most likely implement a better communications strategy and invite more planned gifts. In fact,
I had an experienced gift officer proudly share this comment with me recently. I don’t think it was the flex he thought it was. I’m pretty sure I understood the sentiment behind his statement: He engages donors in such compelling ways and with such skill that he doesn’t need to ask for the gift. They come to their own conclusion
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