Recently, I was with a client discussing their scholarship program – both, awarding scholarships to students as well as raising money for scholarships. The University CFO told me that the University provides institutional financial support for students based on both merit (a blend of high school g.p.a. and standardized test
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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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
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 wise to begin by first asking questions that identify strengths,
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 in any other uncomfortable condition. They do this with no
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,” signaling that she has more ego for the organization than
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 about having more donors give (although this is a happy
“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 said. “I meant, can you tell me the case? Can
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 that way, I end up creating more risk for those
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 this type of work interesting,” or, “this position represents a
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 our team make points. We have a goal. We want
“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 or prospective donor we are inviting to attend, to champion,
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 like to be). Some stories we tell ourselves are about
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