The saying, “Most people like the idea of change. Very few like being changed,” rings true. It is not uncommon for people to approach a strategic planning process or any kind of change management experience with skepticism. If change is needed, but ‘very few like being changed,’ a leader is
The conscious nature of infants is fundamentally selfish. As they can’t gather the resources needed for survival, babies have no choice but to let the world know when basic, life-giving resources are missing. They cry, then scream, when they are hungry, or thirsty, or tired, or cold, or hot, or
When the new CEO of the Healthcare Foundation, Sharon Smith, is hired, we may hear people say they are now, “Team Smith.” And, depending on the ego of CEO Smith, that verbalized loyalty could be rewarded. However, CEO Smith might say, “no, no, we all are on Team Healthcare Foundation,”
It’s not about the donors who support us having more wealth and greater financial capacity to give. It’s not about the donors who support us having a stronger willingness to give. It’s not about the donors who support us having a deepening sense of affinity for our cause. It’s not
“Once I have the updated case statement, I’ll be ready to visit with these 3 donors. . .” A gift officer recently said to me. “Can you share the case with me now?” I responded. “No,” she said, “I’m still waiting for it.” “Oh, I’m sorry, I wasn’t clear,” I
When it’s annual goal setting time, I can lighten my personal risk by reducing my boss’ expectations of me. I can argue that the goals are too ambitious. I can push back on the assumptions. I can offer far lower goals to make myself look better. But, when I respond
Why do you want to be in this role at our organization? Why do you want to do the work that this position will do? Why our organization or institution? Primary responses to standard interview questions like these might, “I’d like to move up in my career,” or, “I find
Sometimes we choose to make a point. We have a perspective. We want to be heard. We believe our thought is the way to go. So, we make a point. Making a point can be helpful and it can also derail from helpfulness. Other times, though, we choose to help
“It was easier to send a form letter.” “It was easier to send a generic email with a link to our base giving page.” “It was easier to send a universal response card with our direct mail letter.” Easier for whom? Perhaps for us, but almost never for the donor
Some stories we tell ourselves are about us: I’m smart (or not as much as I’d like to be); I’m athletic (or not as much as I’d like to be); I’m capable (or not as much as I’d like to be); I’m in shape (or not as much as I’d
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
Helping our donors and friends remember: the professor who encouraged them when they were unsure of themselves; the loving care and treatment their mom received during a life-threatening illness; the confidence-building experiences their children had on the courts and fields of play; the sense of calm that emerged when a social service provider offered a program at just the right
What do donors expect as a result of their giving? To answer this question, advancement professionals typically respond with a duality. The first duality is the donor-focused aspect. This response is focused on what the donor expects for themselves in response to their giving. Responses like: gratitude, recognition, special invitations, small gifts, etc. The second aspect of this duality is focused on
Before each visit with a donor or a prospective donor, we should ask, “what do I really want to know?” . . . about their financial capacity? . . . about their interest in our mission or cause? . . . about their willingness to be generous? . . . about why they give? . . . about their business
November 19, 2026
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This webinar will cover how to develop a powerful annual fund case for support that serves as the foundation for fundraising appeals, volunteer engagement, leadership messaging, and donor communications.
“What will our donor get when they make their gift?” In some advancement shops, the response to this question is something specific – a pair of socks, tickets to a football game, a naming right, a tchotchke. In other advancement shops, the response to this question is nothing specific. A thank-you letter or a handwritten note will suffice. But in
November 18, 2026
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Join us for this insightful one-hour webinar as we explore the realities, opportunities, and challenges facing women in advancement today.
November 6, 2026
This Gonser Gerber Virtual Workshop for New Vice Presidents in the advancement and development profession is designed to support new leaders during their first few years on the job.
On Demand
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This On Demand webinar will equip you with actionable tactics to align annual giving and major gift teams around a shared vision of donor engagement, stewardship, and growth.
It is common for some in advancement to hear the word, “persuasive,” and think, “manipulative.” But, the two are very different. When we aim to be persuasive, we: are ethical, transparent, factual, and logical; seek fair, win-win outcomes with others; respect people’s rights and responsibilities to choose for themselves, based on what they believe, feel, and think is best. But,
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