This fundraising analogy is bad, not because we shouldn’t be seeking new donors (i.e., the “different pond”) but, rather, because we shouldn’t view fundraising as a fishing expedition in the first place! We aren’t hunters. Donors aren’t prey. We don’t “lure or hook donors.” We don’t “extract donors” into our
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During this On Demand Webinar, we will dive into some of the important work of your Governance Committee: the identification, qualification, and recruitment of new board members.
A direct mail annual giving solicitation receives a 4% response rate. Is that good? If the solicitation was sent only to donors who have given in each of the last 3 years but have not yet given this year, we might respond discouragingly: “No, it underperformed.” However, if the solicitation
If an advancement team is raising $1.5 million for their annual fund on a goal of $1.5 million, we might observe, “that’s good – they’ve met their goal.” It doesn’t seem like they are doing anything outstanding, but they are doing what is expected. This is the “how high” question.
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We lose the narrative if we believe our primary role is to: ask people for money; or, say thank you to donors; or, visit with donors; or, become friends with donors; or, invite people to events; or, seek feedback from donors; or, recognize donors publicly for their support; or, identify
Advancement folk talk a lot about serving donors. We talk less about delighting them. Both verbs seem helpful and positive, but the idea of serving donors brings with it a focus on us. Our mindset. Our plans. Our behaviors and actions. On the other hand, the idea of delighting donors
This phrase can feel unacceptable for advancement folks. We care (or should) about the mission, about those we serve, about our colleagues, about impact and results, etc. We might think, “we should always care.” But, here are some times when holding an, “I don’t care,” attitude actually works for good.
“If it doesn’t work, we’ll try something else.” Here are 3 reasons why this statement (or, generally, this mindset), is the most problematic and unproductive approach when it comes to planning advancement events, appeals, and other significant advancement activities: First, it downgrades the importance of the planning process. When we
One side of the coin: Effective leaders are courageous enough to have a vision for tomorrow. People grow confused and frustrated when a leader doesn’t take the time to communicate where the team, the department, the program, or the organization is heading. The other side of the coin: Effective leaders
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 scores) and financial need. Also known as “tuition discounts,” these
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,
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