In a world speeding toward automation, authentic human relationships are becoming a rare — and priceless — asset. Imagine you’re on a third date with someone you really like. You’ve taken them to your favorite restaurant — the one you take your mom to when she’s in town. But instead of Louis, the sommelier who…
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Let’s flip the script. This week, you’re not the fundraiser—you’re the donor.
For five easy, eye-opening days, you’ll experience your organization the way your supporters do: what they see, how they feel, and what might be turning them off (or winning them over). It’s a chance to spark fresh insights, fine-tune your approach, and build a more donor-centered experience—without adding anything major to your to-do list. Let’s go!
Before you can see your organization through a donor’s eyes, you need to know where they’re looking. Begin by making a list of all the ways a potential donor might interact with your organization. First impressions matter—and so do second, third, and tenth ones. Every touchpoint is a chance to build trust (or lose it).
To get you started, here are some common places your donor might encounter you:
Jot down every possible entry point—even the ones that seem small.
These are the windows into your world, and this week, we’re going to peek through them all.
Today, you’re a stranger—someone who just heard about your organization and decided to check it out. Open your website as if you’re visiting it for the very first time. What do you see? What do you feel?
Here’s your checklist:
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When the world feels wildly out of whack, it’s time to figure out how to bring things back into some semblance of balance.
Today I share a proven 1-2-3 formula for nonprofit fundraising success — even when the ground underneath feels shaky.
This is a time when keeping one’s balance is quite a challenge. But, if you use this formula, you can steady yourself, right your organizational ship, and bring meaning, purpose and joy to others in your community who share your values.
What I’m about to share is obvious. I know you know it. But… do you do it?
Just in case you need a little reminder.
I’m talking about balancing self-love with donor-love with mission-love.
You’re no doubt familiar with the adage “You can’t help others unless you first take care of yourself.”
This is a truism you should carry with you throughout your life, and not just when the oxygen masks come down on an airplane. It’s never been truer than in the times in which we’re currently living, when there are new things about which to worry seemingly daily.
How do you lead the way forward, helping yourself and others navigate through the tough times?
I’d like to suggest you heed this 3-Step Formula to nonprofit fundraising success.
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Too often, fundraising is relegated to an administrative function rather than a mission-central function.
It’s viewed as a ‘necessary evil.’ As a result, either no one embraces it as central to their job description, or someone is hired and shunted off to a corner to do the ‘dirty work.’
Others don’t necessarily feel a need to cooperate or support the fundraising effort.
It’s ancillary, not primary. A cost center, not a revenue center. In fact, I’ll often hear executive directors or board members tell me, with some pride and a soupçon of defensiveness: “We can’t spend money on development staff right now; anything extra we have must go into the mission!”
As if fundraising doesn’t support the mission?
Seriously, that’s the entire purpose of what nonprofits call ‘development’ (aka fundraising and marketing). It derives its purpose from ends served. It’s never an end in itself. What this so-called ‘mission first’ logic fails to acknowledge is everyone associated with your nonprofit is guided by a ‘mission first’ philosophy and has a collective stake in your nonprofit’s survival. And for most nonprofits, survival – or at least some level of mutually desired success – depends on philanthropy.
It takes a dedicated village to generate sustainable, meaningful philanthropy.
When fundraising is treated as an afterthought, relegated to the development committee, or delegated to a single staff member, it disenfranchises a huge segment of folks who care about sustaining the cause. This means you’ll leave money on the table and fail to realize your mission potential.
I’ve found four ways nonprofits don’t wholeheartedly commit to fundraising. They all have to do with typical priorities that aren’t standing them in good stead.
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There’s a lot about fundraising folks take for granted. And not in a good way. Because… much of it is untrue!
In fact, if you, your executive director, your board members or anyone else where you work subscribes to these fictions you’ll be in for a lot of pain and suffering. You won’t raise near the money you could otherwise raise. And you won’t enjoy your work.
But there’s a fix!
In the past I’ve written about certain self-evident fundraising truths. Truths you want to hold close to become a fruitful philanthropy facilitator. The problem? These tenets I call truths are too often not apparent at all.
Why?
A disinformation campaign is unconsciously being waged by leaders who:
Oh, dear. Guess what?
Like anything else worth doing, fundraising must be done well to succeed.
You get out of it what you put into it. That’s the unvarnished truth — the truth that shall set you free!
Sadly, if you believe any of the following untruths, your fundraising program is in jeopardy. And so is your mission. Let’s break these down.
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I don’t usually do this, but today I’m incorporating the full text of a blog by Seth Godin. It’s not about philanthropy or fundraising. Or, is it? He says it’s about ‘goodwill,’ or the lack thereof. What it costs you to lose it. I say – you really should read what he says and take…
DetailsSmall nonprofits often face a daunting challenge: maximizing impact with limited resources. Without the brand recognition or staff of larger organizations, fundraisers at small nonprofits must wear multiple hats and juggle a variety of priorities. Spending extra time on building donor relationships or ing into donor analytics can feel like a luxury you just don’t…
DetailsHow will you and your nonprofit make it through these trying times? Two words: EMPATHY. INNOVATION. These are the two qualities most needed in today’s topsy-turvy world. And they’re by far the best way to connect meaningfully with your constituents. I’d like you to think of them as your newly essential fundraising and communication strategies.…
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No matter your politics, this is crisis time for many nonprofits who rely on federal grants and loans (about 30% of all charities).
It’s also crisis time for the beneficiaries of many nonprofits, who are scared, stressed, depressed and otherwise at loose ends due to the rapidly changing environment. Many of the resources on which folks once relied have disappeared or are at risk. For some of your constituents, it feels as if the rug has been pulled out. Or the other shoe is about to drop.
During times like these, people want to come together and help. It’s your job, as a philanthropy facilitator, to help them in this communal endeavor. Stay calm, carry on, and communicate your particular needs.
Resist the temptation to throw your hands up in the air, assume people feel too uncertain to give now, and simply leave folks (donors and clients) to their own devices. We know from past experience this won’t end well.
During the 2008-09 worldwide recession, many charities cut back on fundraising and marketing. Some of them still haven’t recovered. Something similar happened in response to the Covid-19 pandemic. People thought (assumed) it was unseemly to ask for contributions.
Be careful what you assume.
Research collected from donors in response to the coronavirus pandemic showed:
“Many of the donors we spoke to report that they just don’t know what they should be doing or who they can trust. This led to a rise in levels of insecurity… Of course, they understand that things are changing and that plans will always need to adapt. But knowing that a strategy is in place will provide the security that they need. They also want to know what their role – as supporters – will be. And, most importantly, they are ready for a frank conversation about what is required of them.“
This means telling people what you do that addresses the problems that worry them. For people feeling helpless, this can give them a sense of control. Show them how they can join you, and become a part of a community of like-minded people who share their concerns and values.
It all boils down to a need to put together both short and long-term plans to connect meaningfully with your supporters right now, using the correct approach and tone. Towards that end, I’ve put together five ‘to-do’s – one for each day of the work week. I suggest you put aside a little bit of time this coming week to consider how you might actualize each of these suggestions, if not in whole at least in part.
Ready for your five timely tips?
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What’s in a name?
“A rose by any other name would smell as sweet,” said Shakespeare.
But, would it?
Seth Godin thinks words matter. As do I.
Just?
The meaning of the word is the reason we used the word.
If we don’t agree about the meaning of the word, we haven’t communicated.
Instead of, “that’s just semantics,” it seems more productive to say, “I’m confident we have a semantics problem.”
Because that’s all of it.
The way we process words changes the way we act. The story we tell ourselves has an emotional foundation, but those emotions are triggered by the words we use.
Not just.
Especially.
— Seth Godin
“The single biggest problem in communication is the illusion it has taken place.” So says Hugh MacLeod of Gaping Void Culture Design Group, noting your words may or may not incorporate ‘signifiers’ that open the listener/reader to the possibilities they might encourage.
Opening people up to new possibilities is, after all, at the heart of what organizations seeking to enact change do.
The meaning of words changes over time. Your task is to assure the ones you use will be understood as you intended.
For example, when someone considers contributing to your organization, what does your appeal actually communicate to them? Does asking for a ‘donation’ make them feel uplifted by the possibility they can create a positive outcome. Or does it convey all you care about is their money? Does saying “any little bit helps” make them feel important and empowered? Or does it convey their gift is but a drop in the bucket?
Choose words appropriate to what you want your audience to feel.
You have the power to give would-be supporters the meaning they seek.
Let’s look at how some of the words nonprofits commonly use get their meaning, how this meaning may be interpreted by your constituents, and how you may wish to express yourself differently in order to choose the words most appropriate for your group and for the purpose of your communication.
Maybe that’s okay. Or perhaps
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