The concept of “performance-based metrics,” is well known in our advancement work. But, saying something is well known does not mean that it is well understood. In fact, in the case of “performance-based metrics,” I would suggest the concept is very poorly understood. What “performance” are we talking about? Does
If we want the most helpful evaluative process for our development program, an important first question to answer is, “what are we using as our comparison?” For example, we might make the following evaluations, “Overall, our fundraising results haven’t been very productive.” Or, “We are making great progress with our
We don’t need more data. We have so much of it we don’t know how to use or store it all. We don’t need more ideas. We have more of them at our fingertips than we can possibly implement. More advancement results typically don’t come from more data or more
October 21, 2026
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This webinar covers the critical elements of planned gifts and developing a double or triple ask strategy.
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This On Demand webinar for community colleges will explore how alumni relations, advancement, enrollment, workforce development, and marketing teams can work together to build lasting relationships with alumni throughout every stage of their lives.
Listening as higher education presidents or nonprofit CEOs stand before their faculty, employees, volunteers and state that what they do isn’t “the real world,” is a sad statement. I don’t find these types of statements sad because I happen to disagree with them. I find them sad because the statements
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This On Demand webinar explores strategies for growing and maintaining your endowment, and engaging donors in long-term philanthropic investments.
The personalized letter from the president that invites people to join the President’s Circle by giving at least $1,000 is not for everyone. The purpose of any call to action is not to get everyone to respond. It’s to understand the profile of the core audience, identify those who fit
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In this on demand webinar, we will focus on the aspects you can control within your advancement staff and organization to hire, retain and continually inspire your team.
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
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
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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 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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