Radiance is meant-to-be. Radiance means: To have the light within us lit To send out light To reflect back light To bounce light back and forth, in simultaneous service to ourselves and others. What if you were to view your work as allowing your own and others’ meant-to-be radiance to come forth and shine? I’m…
Details
In Part 1 I laid out why philanthropy inspires, and fundraising tires.
Fundraising must be done, of course, but there’s something about how it’s too often practiced that turns too many people off.
It’s the “fund” part of the word. This makes people think it’s all about money, when really it’s all about valued outcomes.
These valued outcomes are shared by many who care about the cause.
All these folks have a collective stake in the love and mission-focused organization’s survival.
Because all of them are dedicated to making the world, or some small corner of it, a better place.
When fundraising is delegated to the development committee, or the development director, it disenfranchises a huge segment of folks who care about sustaining the cause — both internally and externally.
Similarly, when donors are competed over, donors are disenfranchised. This may take the form of non-cooperation or even outright war between those who should be facilitating philanthropy.
Details
Philanthropy is a mindset. An embracing culture. A noble value.
Fundraising is a means towards that end. Servant to philanthropy.
Philanthropy, not fundraising.
This has been the tagline for my business and blog since I began Clairification in 2011. It grew naturally out of my experiences working as a frontline development director for 30 years. I’ve always insisted that no single person could possibly receive credit for a donation. “Donors don’t give because of development staff,” I’d tell program staff. “They give because of the great work you do!”
Sustainable fundraising takes a village.
In fact, in my practice I went so far as to develop a point system for major gifts moves management (you can learn about it here) that ascribed many more points for a donor meeting with a program director than one with a development staffer. I wanted to show program staff how much they counted!
Everyone counts.
This is exactly the premise of the groudbreaking report commissioned in 2016 by the Evelyn & Walter Haas, Jr. Fund, “Beyond Fundraising: What Does it Mean to Build a Culture of Philanthropy?.” It was one of three reports centering on confronting chronic fundraising challenges, and showcased the paramount importance of building an organization-wide philanthropy culture as a paradigm for the 21st century. When the report came out, here’s what I said:
Details
Do you wish you had a dime for every time a nonprofit board or staff member told you “We’re the best kept secret in town; if people knew what we do, they’d give to support us.”
Nonprofits tell me this all the time! If I had all those dimes, I could make a nice contribution to your cause. And I would, if…
You see, merely “building awareness” will not ipso facto raise more money for your cause.
Just because I care about something, and somehow learn you are involved in doing something about that thing, doesn’t mean I’m going to support you financially.
Why should I? There are a lot of good causes out there, and making a decision to invest in you is something I need to feel emotionally and then act on.
I’m busy. I’m overloaded with information. And inertia is just too powerful a force.
You’ve got to do better than just hope I’ll stumble upon your website, see your social media post, hear about you on the news, or even open your direct email if you want me to really sit up, pay attention, and actively engage.
Especially if you want me to engage as a philanthropist.
Details
It costs to acquire a new donor than retain a current one. A lot . In fact, research shows it takes 7 – 12% effort, time and money to bring in a new donor than to raise from a current donor. Please, please, please… let this sink in. The for-profit world understands…
Details
I find a widespread misunderstanding about the notion of what constitutes being donor-centered. It derives from two misconceptions:
Both of these rationales short-change your would-be donors.
Why?
FIRST: Donors want to be asked because they’re starved for the love that comes from voluntary giving and receiving. Donors have love to give, but don’t always have an object towards which to direct their affection.
SECOND: Donors need to be asked because when they’re not, they don’t know how much you need their help. Consequently, giving feels a bit empty. Almost a bit like a crap shoot. Donors want to invest their money where they feel confident it will be most appreciated and will do the most good.
Let’s delve into both of these misconceptions more deeply, putting them into a donor-centered context.
In other words, what are your would-be donors feeling?
Ever have a well-meaning, yet perhaps overly controlling or risk-aversive, boss say to you:
Our fundraising letter must be no longer than one page.
That’s too simple; we don’t want to talk down to our donors.
We need to say more about our accomplishments.
We need to describe numbers of people served; that’s what’s impressive.
That’s not how I talk.
That’s not our corporate style.
That’s not how we do things.
That’s not what our donors are used to.
That’s not proper grammar.
That’s too gushy and effusive.
I want happy, not sad, photos.
Asking the reader to “please give generously” is sufficient; no need to name an amount.
Asking once is enough.
The development director should sign the letter.
Signatures from both the E.D. and board president will be more persuasive.
We don’t need a P.S.
Alas, these are common fundraising appeal fallacies that will cost you money. Money donors might have given to you, if you’d only understood some fundamental fundraising truths.
I was reminded of some of these truths in a post from Jeff Brooks. He spoke of true pearls of wisdom gleaned from his fundraising mentor, the pioneering direct mail writer Bob Screen. We’ve lost Bob and several fundraising giants in recent years, including Simone Joyaux and John Haydon, but we should never lose sight of the wisdom they imparted. It’s the best way to assure their memories live on and their good works continue.
I did not know Bob, but I’m sure I learned from him without realizing it. Because the good stuff gets passed around. Why? Because it works.
And it takes someone with experience to not just demonstrate it works, but to forcefully maintain the necessity of adhering to tested principles, facts and truth. Even – especially – in the face of doubters (e.g. executive directors; board presidents) who would seriously derail your fundraising efforts. With all good intention, of course.
Never forget this is why you were hired. No one is an expert at everything. And chances are fundraising writing is not your leadership’s key area of proficiency. It’s your job to know what works, and what doesn’t.
Details