Today I’m writing about something that’s not fundraising or nonprofit marketing strategy per se. It’s about how to have hope – and take action – during times that may feel hopeless. For most of us, we’ve perhaps never been in perilous times during our lifetimes. For a host of reasons. And it’s not…
It’s the new plague. And a highly contagious epidemic, from which no one is immune.
Are you showing any symptoms?
I feel like:
If you checked off three or more, you’ve got the disease. 8 or more and we need to rush you to an unplugged vacation. All of the above and you need a sabbatical!
Once upon a time I let folks know I’d “finagled” a discount for them. After one reader told me the word “finagle” means “to obtain something by devious or dishonest means,” I sent an apologetic “Ruh Roh” email. I received a lot of forgiving (thank you!) feedback. Many kindly supported my initial use of the word “finagle.”
Susan sent me this:
finagle (third-person singular simple present finagles, present participle finagling, simple past and past participle finagled)
finagle a day off work
finagled his way out of a ticket by pretending to be on the way to a funeral, distraught
I think the word has come to mean “using super-human negotiating skill to obtain a superior result“
Terry sent me this:
I thought you meant “obtain (something) by indirect or involved means.” I always felt it was sort of clever or creative negotiations to get something done when it seemed like it couldn’t be done.
Sam sent me this:
I always thought it was someone who could manipulate circumstances to achieve a goal. No adverse implications. No criminal intent. Just clever in being able to make something work that really shouldn’t have worked.
And there were more. I thank you all.
And not just about negotiation (which is a subject unto itself), but about being clever.
And thoughtful.
And about what it takes to obtain superior results.
All good outcomes require a little positive finagling to get there.
For example,
In my last article I talked about the importance of making a good first impression with potential donors.
It’s extremely important to have a strategy in place, just as if you were going on a first date. Those who plan ahead do well. Those who don’t? Not so much.
Both dating, and donor wooing, are a delicate dance.
But, let’s say you did a good job. Your donor prospect made a gift!
Now what?
If you like them (of course you do!), and want a second date (of course!), you’ve got to make a good second impression. And third, fourth and fifth impression. The value of a first-time donor (which often costs as much as $1.25 to generate $1.00) is not realized in that initial gift. Sustainable fundraising is all about donor lifetime value.
So, after the first gift, you definitely want a plan in place to thank and cultivate this donor throughout the year. Some communications will have an ask included, but most will be designed to build your donor’s interest, engagement and loyalty. Once the relationship is sufficiently built, it’s time to seek that second gift.
Let’s talk about the renewal appeal, and why so many of them are just gosh-darn awful.
Maybe it’s because of the “monkey see, monkey do” nature of human beings. We see someone else do something and assume it’s good practice. Especially when they’re a household name, just bigger than us, or someone we, another staff member or board representative hold in high regard.
The single most important lesson I ever learned. Begin with the why. Always. If you don’t, you’re likely to work very hard and not achieve much of value. Why? Because you didn’t begin your endeavor by asking yourself: “Why am I doing this?” “What’s the value in this work upon which I’m about to embark?”…
Years ago I happened on a Forbes article describing 5 Ways to Make a Killer First Impression. LIke a bolt of lightning, it struck me: It’s not only prospective employers or on matches who form an instant opinion of you! It’s also true for prospective philanthropic supporters. You should be dating your donors! Were you…
Giving is an emotional experience. It deserves an emotional response.
Be human.
Ever notice how sometimes when we put on our work hats we cease to be human? How we somehow morph into little robotic “professionals” and become enamored of jargon?
“Lybnts.” “Sybnts.” “Recaptures.”
Not that those things aren’t important. You need goals and objectives.
And given the dreadful state of donor retention in the U.S. today (and in the U.K and Canada as well), it’s vital you be able to measure how you’re doing. Because growth in giving is a factor not just of how many new donors and dollars you acquire, but also of how many donors and dollars you lose.
If you lose as many current donors as you gain new ones, you’re getting nowhere. Fast.
Slow down.
Think about what you’re doing and why. You may need to change your frame of mind.
When you acquire a new donor, is it for that one-time transaction? If so, that’s not a very thoughtful strategy, because it costs more money than you make to acquire new donors. In fact, you likely won’t make back your investment for 18 months or so. You won’t make it back at all if you don’t renew that donor.
Nonprofits, sadly, have been on a non-stop treadmill. Donors in. Donors out. Donors in. Donors out. So… something about just measuring this stuff isn’t really working.
Let’s begin with the Big Kahuna piece of advice: Ask yourself WHY you want to do this event.
Were you to bring your event proposal to a wise shaman or mentor, this is the question they would ask you first – well before asking what theme or format you have in mind or what color scheme you want to use!
And yet this is the one question I find nonprofits failing to ask. Does anyone in leadership on your staff or board think either of these things?
Events are neither inevitable nor primary.
Events are merely a means to an end.
And since they are extremely resource-intensive, one thing is critical — and too many nonprofits skip right over this step. Please, don’t let that be you!
Think long and hard before embarking on a strategy that could potentially derail other more lucrative and cost-effective approaches.
Events have their place, to be sure; it’s up to you to put them in their place. You must take charge, lest your event(s) take charge of you!
You don’t buy a drill because you need a drill. More likely, you need to create a hole. And there’s something particular you want to fill that hole with, right? Maybe the drill will give you that perfect hole or, perhaps, there’s another more effective tool. It depends on the size and purpose of your desired hole. The same is true with nonprofit special events.
No matter what one or more board members or other leaders think would be swell. No, you hold an event for a specific purpose. For example, to:
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.
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.
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…
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?
That’s right. Loyalty. Not wealth. Not money. Not even attention. Because merely grabbing the attention of someone with either capacity or inclination to give is no guarantee philanthropy will follow. Today I’d like to illuminate: Truths about what drives philanthropy, Challenges nonprofits have developing and implementing strategies that take these truths into account, and Suggestions…
Wondering where fundraising is heading in our highly networked, overly saturated, noisy-as-all-get-out post-digital revolution world? A world that’s really a jungle, with so much competition for attention — for-profits, other nonprofits, socially conscious businesses, political campaigns, friends, and family?
Your mantra can no longer simply be about “creating awareness.”
The new nonprofit currency is not creating attention. It’s building loyalty.
You simply can’t afford to keep losing 8 out of 10 new donors. Which means it’s time to reframe how you do fundraising. It can’t be primarily about going after money. It has to be about giving, and receiving, love. If you do it the right way, money will follow as a natural outgrowth. [I’m going to talk about this more in an article focusing on “connection” next week.]
Today, I want to explore 4 keys to raising money in our revolutionized technological zeitgeist.
Of course, sometimes it’s easier said than done.
Lots and lots of technology.
AI fuels both predictive models and automation. Software enables multiple, simultaneous email campaigns. New tools allow easy sharing and engagement on social media. High quality photography and video can be made with the ease of a smart phone. Multiple new places regularly emerge to find and connect with potential constituents. And on and on and on… If you feel you’re being hit almost daily with a firehose of new technologies, you’re not alone.
But… possible and probable are not the same thing.
Some years ago I happened on an article in the New York Times where the author, David Pogue, asked readers for their very best ‘life advice.’ There was so much great stuff in there! If you happen to have a NYT subscription, I’m sure you’ll enjoy reading the full article. For those who don’t (and really for everyone), I decided to share some of my favorite pieces of wisdom with you. Particularly those that apply to your nonprofit work. And, especially, those that apply to your work/life balance.
Let’s begin!
Not every problem needs to be addressed immediately. Some will work themselves out.
“You’ve never seen a cat skeleton in a tree, have you?” When Alexandra Aulisi’s cat couldn’t get down from a tree, her grandmother reassured her with those words, predicting (correctly) that the cat would come down on his own. “This advice made me realize that, sometimes, you need to shift your perception of a problem to see a solution,” Ms. Aulisi noted.
— David Pogue, NYT
While it’s tempting to drop everything (e.g., whenever a new email appears in your inbox, especially if it’s someone asking for help), it’s important to assess if this situation actually requires a rapid response. If not, you have options.
Ever been on vacation and noticed a flurry of emails, back and forth, forth and back, from members on your team? Often, by the time you’ve returned, the ‘problem’ – as urgent as it may have seemed at the time based on all the email hyperbole – seems to have evaporated. I’m not suggesting you ignore legitimate, pressing problems; just use common sense and exercise judicious restraint.
I’ll never forget some excellent advice I received (actually from one of the donors I worked with during the years I was a young parent). While I was stressing about potty training, she told me: “Have you ever seen anyone at college who still wears diapers? If you don’t potty train your son now, never fear. His college girlfriend will!” It was silly, yet made a whole lot of sense. I didn’t need to oversee and micro-manage every little thing. Sometimes things happen on their own time frame. This was a reminder that patience can be a virtue.
When organizations aren’t raising as much money as they need, they’ll often tell me: “We need to recruit new board members.” This is very often true, but it’s only a piece of the puzzle as to why they’re not being more successful with fundraising.
So, if you’re about to embark on some board recruitment, I strongly encourage you to do a little soul searching first so you can embark on your quest strategically.
Not all organizations are the same. In my humble opinion, the best boards are fundraising boards. You may have a self-described “community board” you’d like to evolve to a fundraising board. Or you may be part of a bifurcated organization where there is more than one board with different purposes (e.g., governance; foundation; advocacy), so your part can perhaps afford to be less engaged with fundraising.
Most nonprofits need a board that is a fundraising engine.
For the purposes of this article, I’m going to assume you’re like most nonprofits. This may mean you believe you need to recruit ‘rich people.’ Or already experienced fundraisers. And since you don’t know any of the above, you make these common mistakes:
Are you, inadvertently, holding yourself back?
You are if either of the two mistakes above sound like you. Alas, this won’t help you resolve your fundraising conundrum.
So, let’s begin someplace else. Before beginning recruitment of the WHO for your board, begin by reminding yourself of the WHY.
Certain skill sets may come to mind first. Such as “we need a lawyer.” But this is only a piece of what you’re looking for, and it’s not the most important piece. You could recruit the most famous lawyer in your community, but if they refuse to use those skills on your behalf – or if the area where you need help is not their area of expertise — this is meaningless.
Begin by answering this question:
In my last article I talked about how to pitch yourself for a new job. My focus was on fundraising jobs, but it’s a paradigm you can use for any time you’re trying to make a persuasive case for yourself.
Today I’d like to get to the part where you’ve transitioned from “selling” to the interviewer, and have arrived at the part where they sell to you. In other words, it’s your turn!
It’s important to prepare for this part of the interview. And, if you happen to be wearing the interviewer hat, you can use these tips to listen for important questions that will tell you a lot about your potential hire.
Definitely come prepared with what you want (and need) to know to make a wise, informed decision. You’ll want to ask about this organization’s history, its programs, its culture (don’t overlook this one!), this position, and the person(s) for whom – and with whom — you’ll be working. Think about what success would look like for you, and probe to assure the pre-conditions to achieve that success are in place.
The interview is as much an opportunity for the candidate to get to know the hirer as it is a chance for them to get to know you. There’s little point in selling yourself for a job you ultimately don’t want and won’t enjoy. Where you’ll just be spinning your wheels. Where you won’t have a chance to grow professionally. Life is too short.
POINT OF PERSPECTIVE: I’ve interviewed a lot of candidates in my day. And, truth be told, if they don’t avail themselves of this opportunity to ask questions I really wonder about them. How can they be so lacking in curiosity? Did they not prepare for this conversation? How are they going to learn things on the job so they don’t just do things the right way, but do the right things? If it’s a front-facing fundraiser position, how are they going to be when faced with the opportunity to build a relationship with a donor?
When I’m in hiring mode, I don’t need a broadcaster as much as a relationship builder. I don’t need someone who boasts ad nauseum about themselves as much as need someone who probes for my interests, needs and challenges. So, if you’re the hirer, listen to see how many of these questions your candidates ask; be prepared to answer these questions.
This week the groundhog told us it’s going to be an early spring!
Spring is always a good time for re-awakening, rebirth and just plain dusting away the cobwebs. And what a dreary, grave, cobwebby period it’s been.
We’ve got a lot to clean up, reorganize and rethink. So much, in fact, it’s downright overwhelming. So, as I sat down to write today’s article, I thought about what you actually have within your power to do. Right now. And all throughout the coming months.
I know it’s been pretty hard to focus with everything going on in the world.
So I took a deep breath, closed my eyes, and tried to pull together the various challenges I’ve seen nonprofit leaders, fundraisers, and marketers grapple with in the past year. Actually, the past years. Through elections, pandemic, climate catastrophes, shootings, war, unprecedented demonstrations of cruelty and inhumanity, and more. It’s a LOT.
But, the show — your good work — must go on.
In other words, your mission must move forward. People rely on you to do the critical work of the social benefit sector.
I thought: what can people do now to set themselves up for success as we move forward into high fundraising season at the end of this coming year? It may seem early to think about this, but it’s never too soon to put your best foot forward.
I’ve ended up with four tips I hope you’ll find relevant and timely.
Whether it’s a marketing or fundraising communication, keep these four messaging basics in mind.
What will you hope for in the coming year? Recently a college classmate asked me and others this question, ruminating on how hope and optimism are similar yet different. It struck a chord with me You see, I’m not generally an optimist. Yet I’m often hopeful. I’d just never taken time to actively consider how…
Do you want to risk not receiving generous gifts you could have otherwise received, just because you failed to go the extra mile to share relevant, useful and even critical information? Or because you just did the most basic things, failing to do what would have made your communications really stand out?
Your job as a philanthropy facilitator is to do everything in your power to make giving to you as easy, joyful and rewarding as possible.
Everything.
Do you?
Doing everything means
I’ve written about this before. But since I continue to get questions, I’m writing about it again. Fundraisers wonder about the upsides and downsides in asking donors to cover credit card and other gift transaction fees. Hmmn… First, let me be upfront in letting you know my gut emotional response to doing this is “no.”…
What if I told you there’s a teensy little digital upsell that could skyrocket your year-end fundraising results? Would that be of interest?
Darn rootin’-tootin’!
Okay. Here’s something you still have time to do. It has to do with your website, so consider looping in whoever is responsible for that part of your year-end marketing and fundraising strategy.
First, let’s look at a typical Donation Landing Page with a call to action via some compelling text, maybe a photo, and a big, bold “Donate” button. Hopefully you’ve optimized it for mobile too. And, no matter what device your donor uses to access the page, they’re able to complete their gift with no more than two clicks.
Check, check, check, check and check.
You’re well on the way (or not quite) to getting some nice traction for your campaign.
But… don’t stop there!
Because you can significantly boost your results if you add one simple thing.
I like to think of it as “the force.”
It’s not a light saber, but it’s similarly luminous.
It’s called a…
I had a pure strategic fundraising post all ready to launch today, but I just couldn’t quite do it. The world seems wildly out of whack right now. I can’t pretend it’s business as usual. I try to stay away from “politics,” because I know that’s not why you read my blog. However, we live…
Are you leading with a “gift” or “favor” to positively incline your donor to say “yes?”This time of year is what I call “presuasion time.”
Because if you’re thoughtful about it, you can presuade donors to give up to the moment you ask!
That’s what we reviewed in Part 1 of this two-part series, where I described research from Robert Cialdini, author of the seminal Influence: The Psychology of Persuasion, and the newer book, Pre-Suasion: A Revolutionary Way to Influence and Persuade, and discussed how you might apply this research to your fundraising strategies. We learned the importance of leading with a “gift” or “favor” that will incline your donor favorably in your direction. Even the smallest of favors can create significant goodwill, and there are simple ways to boost the likelihood your favor will be returned.
Today we’re first going to look at a way to tweak your language to make a difference.
Then we’ll explore some types of favors donors are likely to value enough to want to reciprocate.
First, a reminder: Truth be told, every time of year is presuasion time. Everything you do with supporters should be designed to prime the pump so people are pre-disposed to give to you the next time you ask. Whether that’s next week, the week thereafter, or any week of the year! Whenever you’re not asking — and you should plan to send at least three non-asking communictions for every one ask — you should be in presuasion mode.
So, let’s get a little psychologically-minded, keeping in mind one of the six core Cialdini principles of Influence and Perusasion: Reciprocity. In brief, human beings often feel obligated to return favors, even if they are unasked for.
This year Giving Tuesday is November 28th. So, soon.
If you’ve not done so already, now is a good time to think about whether or not you want to jump on the bandwagon and, if so, how. There is more than one way to slice this particular piece of pie. And, really, that’s what Giving Tuesday is – just one piece of your total annual fundraising strategy.
You don’t want to blow it out of proportion. But you probably don’t want to ignore it. Rather, plan ahead to put it into a context where it will complement your other year-end communications and fundraising strategies.
Let’s take a closer look.
What is Giving Tuesday?
I confess I’ve been a bit of an apologist for the “holiday.” I like to turn the tables by actually giving to donors, rather than asking them to give yet one more time during this busiest fundraising time of the year.
Plus, I often say if you want gifts, you must give them. What better time to do so than on giving Tuesday?
Of course, asking can also be a form of giving. So, I love appeals on this date that give people the option of giving money or supporting you in other ways (e.g., volunteering; in-kind donating; advocating, etc.).
It’s all philanthropy (aka “love of humanity”).
People keep telling you to add text messaging to your communications strategy, right? It’s a mobile world, and you need to reach people where they are. But how do you actually get people to opt in to text messages and grow your contact list? Let’s explore five ways to get your supporters to consent…
The job of the smart fundraiser is inspiring passionate philanthropy to make people’s lives better. I know you’re smart, because you’re reading this article! But none of us is born with a fundraising gene. And no one ever really teaches us how to write a smart fundraising appeal. We from our predecessors. Or maybe read…
In Take Heed Nonprofits: The Sky is Not Falling, but it’s Cloudy we loed at trends in giving and how this might impact your strategic fundraising planning. Some of the data-based take-aways included: Less Donors and Dollars Overall Less Individual Donors — Shrinking Slice of Fundraising Pie More Foundation and Corporate Giving Focus of Giving…
On will makers are everywhere you lo these days. From FreeWill, Rocket Lawyer, Trust & Will and GivingDocs to the comprehensive LegacyPlanner, it feels like everyone is offering their own version. And sometimes it seems like they all just appeared overnight, too. But the truth is, the industry has been around for decades — both…
From time to time, I host guest posts from professionals with niche expertise. There are just some things others know a lot more about than do I, especially when it comes to technology. Today’s article is one of those, from someone who really understands the ins and outs of text messaging and fundraising. Here’s what he has to say.
You do too! You’re busy and overworked, and the prospect of adding a new channel to your plate is daunting. But what if texting is a strategy that can help your nonprofit overcome some of the problems causing you stress?
You can future-proof your nonprofit by embracing text messaging. Everything is going mobile, and putting a strong texting strategy in place puts you at the center of the action.
Here are 10 reasons why your nonprofit should use text messaging:
Watches, phones, tablets, and more—so many people have them, and not only do they have them, they take them everywhere. These little devices have invaded our lives.
People are on devices, so reach them on a device. After all, a classic marketing mantra is “if you want to reach people, go where they are.” And texting is the best way to do that:
Just look at the open rates: 90-95% for texting vs. 30-35% for email.
To do: Generally, more than half of web traffic is from mobile devices. In a mobile world, you need a mobile-first strategy. To persuade yourself and your leadership you should really prioritize this, take a look at your website’s analytics and compare mobile to desktop traffic. It’s time to reach people where they’re at.
I’m a huge Seth Godin fan, always in awe of the plethora of wisdom he manages to pack into one pithy post. I save them up, building a collection I can draw upon for inspiration as life, personal and professional, pushes in.
Recently I looked back at What’s in the box? The point of the post is to make us question our quest for perfection and all the needless worrying we put into imagining everything that can possibly go wrong. Godin encourages us to worry less; just open the box and see what’s in it. Good to consider. Yet this presumes there’s a filled box to be opened.
When we’re in reactive or firefighter mode, we must open the box. The contents must be dealt with, generally with some urgency. So, definitely, perfectionism gets in the way. There’s simply no time for it! But, what about when we’re in proactive mode, building our own projects?
Filling and delivering it! This means coming up with useful, delightful, meaningful content your recipient will consider a true gift. Once you’ve got a nicely filled box — a good gift — it’s time to deliver so the donor’s “feel good” can begin. Alas, this is where the concept of “done enough” vs. “overdone” can rear its ugly head.
Imagine This: You plan to send some cookies to your college sophomore. You make a batch of gorgeous macarons. Then you worry they’re too fancy. The next day, before putting them in a shipping box, you decide to add some chocolate chip since they’re ‘safe’. The next day you decide, as long as you’re bothering to ship these, you’ll add some brownies and oatmeal because then there’s some to share with roommates. The next day you realize it’s almost Valentine’s Day, so they’ll probably expect some heart-shaped sugar cookies. Now you’re getting into the “project-ness” of this endeavor, and decide you’ll make a few more kinds so it’ll be a really spectacular presentation! Great fun, yes… but, what has happened to the macarons by the end of the week?
While it’s true sometimes things are not ready for prime time, the reverse is also true.
Are you Linking In?
If not, it’s time to take a new look at this social platform to appreciate it for the beneficial research and relationship-building strategy it can be for you.
I find it to be a highly under-utilized tool when it comes to building your nonprofit brand, establishing authority and credibility, researching and recruiting new volunteers, donors and employees, and building stronger relationships with your current constituents.
Today we’re going to talk about how to use LinkedIn to uncover new donor prospects and build donor relationships.
Not too much. Just four no-nonsense strategies.
To begin, let’s look at two connection models:
The single most important lesson I ever learned.
Always.
If you don’t, you’re likely to work very hard and not achieve much of value.
Why?
Because you didn’t begin your endeavor by asking yourself:
“What’s the value in this work upon which I’m about to embark?”
“Why am I doing this?”
This may be the most powerful strategy in your entire toolbox.
So simple. So basic. So fundamental.
Yet it’s a step we tend to overlook.
Why?
Humans are funny creatures.
Monkey see, monkey do.
Monkey be told what to do, monkey do.
We’re driven instinctually, by biology, to survive.
Don’t eat the berries no one else is eating. We take what appears to be the safest course.
It generally works in the short term. There must be a reason.
Sometimes, however, there is no reason.
There’s just habit.
Or the reason isn’t a good one.
Answering the why question requires two elements: knowing what and who something is for. Let’s begin with the what.
If you’ve never read management and marketing guru Peter Drucker, you must. I fell in love with him early on in my nonprofit career, and still regularly draw upon his wisdom. It hasn’t aged; he was ahead of his time, and remains a worthy sage for ours.
Perhaps the most important thing I learned from Drucker was you must begin with the “why” question. What is your purpose?
“It is defined by the want the customer satisfies when she buys a product or service.”
You want to think about your purpose both broadly and narrowly. But not so broadly as to only be talking about your category. The fact you’re a human services agency, school, arts organization or environmental charity does not answer the question: “What would happen if you ceased to exist?”
Most founders do not wake up one day with the epiphany “I want to start a nonprofit.” They have more explicit goals related to solving specific problems. “I want to provide homeless people with access to showers.” “I want to offer equine therapy to kids with disabilities.” “I want to find a cure for this degenerative disease my kid has.” And so on.
If a customer has no soap to buy, they can’t get clean. If a homeless person has no shower or toilet available, they can’t get clean. Whether the business is for- or non-profit, the sought-after impact is cleanliness – and all the ways being clean makes people feel, think and behave. Goals that answer the “why” question are focused on impact. People don’t buy what you do; they buy why you do it.
Know your existential why — the meaningful impact you want to make — in order to build a plan to reach that goal.
A goal worth meeting is one other people share. Find out:
Fundraisers report money is the number one reason they leave their jobs [See Part I of this two-part series here]. Hmmn… hmmn… hmmn…
Is it really all about the money?
While I do believe too many fundraisers are underpaid relative to their skill sets and performance, I’ve a hunch it’s not the real chief culprit for fundraiser dissatisfaction. What is?
The real reason fundraisers leave their jobs, and the sector, is very similar to why donors leave you. Today’s article will help you learn both:
Ready?
I gave you a hint in the title. Yup. It’s what Aretha Franklin famously sang about:
It’s not just respect for fundraisers as individuals that’s lacking. It’s respect for their profession. For what it takes to succeed with development in a nonprofit organization. For what it means to be a part of a team — all working together towards the same goal — and why it’s impossible to succeed without a supportive infrastructure and culture.
And, by the way, donors won’t thrive absent a supportive culture and infrastructure either. They’re looking to be a part of your community, your family, your way of life. If you won’t give them this warm, fuzzy, connected feeling — they’ll find someone else who will.
So what pre-conditions must be in place for fundraising staff, and donors, to want to stay?
If you’re a fundraiser, does the following statement sound like you?
Show me my money!!!
According to five years of research by Penelope Burk (culminating in her book, Donor-Centered Leadership) as well as a much-talked-about study, Underdeveloped, by CompassPoint and the Evelyn and Walter Haas, Jr. Fund, half of chief development officers plan to leave their jobs in two years or less and 40% plan to leave fundraising entirely.
The number one reason fundraisers give for leaving is to earn more money.
What’s going on, and how can you fix it?
Is it about money, or something else?
Have you been struggling with whether – and how – to incorporate generative artificial intelligence (AI; ChatGPT) into your work? Or perhaps you’ve been worrying your job will soon be obsolete?
You’re not alone.
Honestly, the whole AI thing scares the you-know-what out of me on most days. But, let’s consider the encouraging present rather than worry so much about the possibility of a bleak future (as in destruction of humanity?!).
You can’t control everything.
You can control some things. So, I thought I’d take a quick minute to send you some tips I’ve curated from others to help stimulate your thinking and planning for ways ChatGPT (Chat Generative Pre-trained Transformer) and other AI-driven chatbots have potential to free up your time and revolutionize how you communicate with donors.
You can ignore all of this if you choose. But, it won’t make it go away. Nor will it stop your peers from figuring out how to get a leg up through use of these new tools. Remember, at first some of us were slow to adopt use of computers, the internet and social media (who, me?).
So let’s lead from curiosity, not fear.
I begin with
Everyone knows storytelling = good. Humans wired for stories. We want to enter into them … become part of them… see ourselves, in some way, expressively reflected in the characters, plot and struggle. Everyone responds, all ears, to “Shall I tell you a story?”
Yet there’s been a brouhaha of late around so-called “donor-as-hero” stories. I’ve long been a proponent of encouraging donors to jump right into the narrative to give it a happy ending. Yet, today, people worry these stories reinforce “white saviorism,” especially in cases where donors are perceived to be in positions of privilege and power. In such situations the impression is donors unfairly get to feel good about helping those less fortunate. And it’s unfair because donors are part of, and contribute to, an unfair system — even if unconsciously. And this unfair system keeps people in need in their disadvantaged state.
Related to this are the ethics of making poster children of clients. Program staff may fear the commodification of stories as “sales products” for fundraising. There’s tension between departments, fueled by misunderstanding and mistrust.
I’d like to address (1) the overarching storytelling challenge, with specific attention to both the (2) white saviorism and (3) ethics conundrums. Let’s begin with.
Early in my career I received a piece of fundraising advice that has stuck with me to this day:
People are all people.
And what do you do with people if you want to build a relationship?
You get PERSONAL!
In fact, if I had to tell you how to win over donors with just one word, “personal” is the word I’d choose.
Let it underscore everything you think about and do.
Your annual appeal writing. Your special events. Your newsletters. Your blog posts. Your proposals. Your reports. Your social media. Your donor cultivation.
If you take just this one word to heart — PERSONAL — you’ll be leaps and bounds ahead of the competition.
Though we we give lip service to the importance of practicing empathy and donor-centricity, truly valuable tools in building donor relationships, these terms are subsumed by the umbrella of the ‘person’ to whom they apply. Start there.
Visualize your person, and before engaging in any strategy or tactic, ask yourself:
Is there a more personal way to deliver this message?
Make sense?
Today, in a still-disrupted, socially distanced, increasingly virtual environment, with striving for greater diversity, equity and inclusion at the forefront, how you get personal and how you define people are more important than ever.
Today I’d like to flesh out the multiple meanings of this word, and discuss how getting personal can help you achieve your nonprofit fundraising and marketing goals.
You are known by the company you keep.
No nonprofit stands alone.
It may be born alone, or die alone, but it stands together.
That’s because it’s not about “I,” but about “we” and “us.”
Your nonprofit not only fulfills a demonstrated need, but it addresses problems other folks agree need addressing. All of you are “in” on addressing the problem and making the community and world a better place.
The company you keep should reflect your community.
Community based. Significance-based. Story-based.
Friendships. Deep connections. Relationship building.
This all creates the nonprofit brand.
Put another way, as my friends at The Ross Collective say: “People who are closest to the problems are weighing in on the solutions.”
There’s a lot of potential legacy giving out there in the universe. Per Giving USA 2022, giving by bequest was an estimated $46 billion, (an increase of $5 billion from just two years previous). What are you doing to assure some of it will flow to your cause?
I cover this subject in depth in Where Are Our Nonprofit’s Legacy Donors? Contrary to the way most nonprofits behave, legacy gifts don’t simply fall from the sky. They’re not delivered by storks carrying baskets filled with wills, trusts and beneficiary designations. You need to do something proactive.
You can’t simply rest on your reputation, however solid it may be. You could be raising tons and tons of money annually, and it won’t necessarily translate to bequests. It’s not because your donors aren’t the will-writing kind. That may be true for some of them, but there are other simple ways to leave a legacy accessible to all. Donor willingness is not the problem.
You are!
No charity succeeds simply waiting by the phone for folks to call. You’ll receive a bequest or two, perhaps. But nowhere near what you could receive if you took the bull by the horns and created a program that speaks to why people make legacy gifts.
There are two main reasons: (1) they’re asked, and (2) it feels meaningful to do so. So, given this, what do you incorporate into your program? What if I told you there’s a way to take charge of your own destiny, as you simultaneously help donors take charge of theirs?
STEP #1: Figure out a strategy to get folks thinking of you as a recipient of their philanthropic largess after death. There are elements to include in a full-fledged legacy giving program, and I’ve written about that plenty (e.g., see here and here).
STEP # 2: Help donors connect their giving to their personal identity and meaning. People may believe you’re awesome. But when it comes to distributing the hard-earned income accrued over a lifetime, they just don’t think of you that way. As an extension of their family, deepest values and essential identity. This is where many nonprofits fall down on the job, and it’s what I want to discuss today.
Today a friend, who serves on the board of a struggling local arts organization, asked me what they can do to increase their fundraising. I asked her a few questions; then answered simply: “Have more conversations with people; make more friends.”
You see, they have people who know about them but they’re just not giving.
They have donors, but they’re not giving enough.
Why? Because they haven’t been treated like friends and family. They don’t feel connected.
What’s the best advice to build stronger connections with likely supporters?
Remember this basic truth. Humans are a social species.
People also buy from people.
So if you consider fundraising “making a sale” (which I do, because it’s part of being human to be constantly trying to persuade others; read Daniel Pink’s To Sell is Human), you must show up as authentically human.
And how do you do this?
Here is some wisdom gleaned from many decades of personal nonprofit work.
It derives from both my stints as an in-the-trenches development professional (five different organizations, wearing many hats, over a 30-year career), and my past decade as a coach/consultant for nonprofits of all sizes and shapes.
I will also be sharing quotes from donors Penelope Burk surveyed (also here), as these authentic testimonials provide great insight into how donors think and feel.
Finally, we’ll conclude with seven relatively easy things you can do to connect more meaningfully with your supporters so they’ll stick with you through thick and thin!
I confess I know virtually zip about artificial intelligence.
But I’ve been learning. Fast.
Because it’s hard these days to travel anywhere in the world, including the social benefit sector, without hearing enticing things about it.
At first blush this sounds good. But… the devil is in the details, right?
Which is why people are equally thrilled or unnerved at the prospect.
I wondered if using it could create unintended consequences. New tools used as blunt instruments could cause unintentional harm. So, I thought I’d do a little research to know whether I should advise fundraisers to jump on the AI bandwagon.
Annual reports don’t have to be dry as dust. In fact, the most effective ones are not financial reports; they’re a story with the donor at the center. And they inspire action.
When you consider all the blood, sweat, tears and money that go into them, you want to assure they:
Towards getting the biggest bang for your annual report buck, consider renaming them (or at least thinking about them) as Gratitude Reports. Make them all about your donors, how grateful you are to them for making your work possible, and how appreciative you are for all the accomplishments they enabled.
Rather than “2023 Annual Report,” consider a more donor-centered title like “Generosity Report,” “A Gratitude Report,” “The Year of the Donor,” “Impact Report.” or “You Make it Possible.” I’ve seen all of these; feel free to get creative and let your title guide your content!
For many nonprofits, the yearly annual report is often just another task on a very long to-do list. Most charities are juggling a lot—development, program maintenance, fundraising, and more—and the annual report can feel like yet another mandatory routine project. One that often gets handled at the last minute without much intentional care and effort.
Even though annual reports are an industry standard, most nonprofits don’t realize how fruitful an effective annual report can be. An annual report that prioritizes storytelling, transparency, interactivity, and more can actually bolster donation solicitation efforts and become a lucrative fundraising tool.
Before we jump into the nitty gritty of strategic annual reporting, let’s cover the basics.
Think of an annual report as a “year in review”—like a yearbook of sorts, but for donors, supporters, and partners to look at the highlights of any given year at your organization. Of course, a lot can happen in a year (nonprofits know that best), but with an annual report, you can summarize all the year’s milestones including your impact, accomplishments, new developments, and more.
Annual reports can be created and presented in a variety of ways—both digitally and in print. Depending on the needs, audience, or even constraints of the individual nonprofit, you might choose to create a printed booklet or pamphlet (which could then be mailed to supporters and donors or handed out at events). Or, in line with more frequent developments in the space, you could turn to digital software tools to create an annual report that intrigues readers with more vibrant visual elements like photos, videos, and clickable links.
Every nonprofit’s annual report is different, depending on its mission, values, impact, audience, and more. However, most organizations include a few standard elements:
Though every nonprofit is required to submit a Form 990, most organizations take their reporting a step further and create a yearly review that includes more audience-centric material (like the topics listed above).
Now that we’ve covered the basics, let’s dig into the best part of annual reporting—the ability to create the ultimate fundraising tool.
Want your writing to take off more this year?
Ann Wylie, editor, author, interviewer, teacher and more, is one of the folks I look to for writing tips. And recently she offered 8 tips I believe all nonprofits should take to heart. At least if you want to be persuasive and drive people to take the actions you desire.
You DO, right?
Okay, good.
Allow me to share my favorite of Ann’s tips, together with my own thoughts on how they pertain – in spades – to nonprofits.
Some of these I write about a lot. They’re that important and, IMHO, rather obvious.
Still, it pays to keep these tips top of mind. Because sometimes the obvious stuff can be the easiest to miss, unless we focus our attention (a bit like remembering to smell the coffee, thereby more fully enjoying the experience).
Other tips I’ve thought about less, though I realize I do employ them a lot.
I share them with you to bring them into your conscious writing toolbox.
Have a heart- and people- centered, colorful year! Here are the 10 most popular Clairification articles from the past year, according to Google Analytics. Plus, at the end, I’m sharing some photos I hope you’ll enjoy! Counting Down… 10. What to Say When Your Donor Asks: How Much do you Spend on Overhead? Here I…
Okay, I recently let folks know I’d “finagled” a discount for them. After one reader told me the word “finagle” means “to obtain something by devious or dishonest means,” I sent an apologetic “Ruh Roh” email. I received a lot of forgiving feedback. Thank you! Many of you kindly supported my initial use of the word “finagle.” Apparently, there is more than one definition.
Susan sent me this:
finagle (third-person singular simple present finagles, present participle finagling, simple past and past participle finagled)
finagle a day off work
finagled his way out of a ticket by pretending to be on the way to a funeral, distraught
I think the word has come to mean “using super-human negotiating skill to obtain a superior result“
Terry sent me this:
I thought you meant “obtain (something) by indirect or involved means.” I always felt it was sort of clever or creative negotiations to get something done when it seemed like it couldn’t be done.
Sam sent me this:
I always thought it was someone who could manipulate circumstances to achieve some goal. No adverse implications. No criminal intent. Just clever in being able to make something work that really shouldn’t have worked.
And there were more. I thank you all.
And not just about negotiation (which is a subject unto itself), but about being clever. And thoughtful. And about what it takes to obtain superior results.
All good outcomes require a little positive finagling to get there.
For example,
Do you want to risk not receiving generous gifts you could have otherwise received, just because you failed to go the extra mile to share relevant, useful and even critical information? Or because you just did the most basic things, failing to do what would have made your communications really stand out?
Your job as a philanthropy facilitator is to do everything in your power to make giving to you as easy, joyful and rewarding as possible.
Everything.
Do you?
Doing everything means