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…
You must invite your donor into the story.
Take yourself out of the equation.
Donors don’t care about you, but about what they can do through you.
Stop talking about your good work.
Talk, instead, about the good work your donor wants to do.
How?
You’ve got lots of stories. They’re probably interesting enough to grab your donor’s attention. Don’t make the mistake of trying to talk about your entire mission all at once in a fundraising message. It’s too much for people’s brains to absorb.
What you want to do,
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.
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.
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
Only about 10% of Americans itemize tax deductions today. Prior to 2017 it was 31%; that was , but still a minority. Yet you’re likely blithely sending out year-end messaging replete with “Only 1 week left to grab your tax deduction!” Who cares? At best, it’s just ten percent of your donors. And since the…
I firmly believe part of the role of a philanthropy facilitator is to foster both individual and community well-being. You must both: (1) focus inward, as you can’t help others unless you first help yourself, and (2) focus on the way you connect with others. What you say, What you do, and, most important, How…
Congratulations! Whether you’re planning a stand-alone auction or adding an auction to an existing event, these fun-filled bidding extravaganzas serve multiple purposes. They’re hard work (after all, anything worth doing takes dedication, energy and time), but well worth the effort when done well. They can help you: Raise money. Provide additional value and entertainment…
When you’re not aware you’re making a mistake, it’s hard to avoid it.
So let’s get curious. I’m going to ask you to close your eyes for a minute to imagine a donor you’ve been wanting to ask for a major gift. I’m going to ask you to visualize a space where you’re meeting. Put them in your office, their home, a café or even a Zoom screen. Choose what’s comfortable, and where you think you’d be most likely to meet with this donor within the next month or so.
Okay… do you have your donor and your meeting space in mind? Excellent!
Now, before closing your eyes, commit to visualizing these four things:
Okay, are you ready to close your eyes? Even if this feels a little weird, why not give it a try?
EXERCISE: You can do this by yourself, but it works better if you do it in a pair. Find a co-worker, friend or family member to prompt you to close your eyes and take a few deep breaths. Notice if you’re holding tension anywhere in your body. Relax those areas (forehead; neck; shoulders; hands; belly; thighs; calves; feet). Now have them ask you the following questions:
(1) Pick a donor to meet with.
(2) Pick your meeting space.
(3) Pick an additional person to support you in the room (e.g., program director; subject matter expert; volunteer; executive director; board member; other donor). Describe who they are, and how it feels having them there.
(4) Open the conversation. What are you saying to them? What are they saying back? What’s their body language? Are their eyes lighting up? Are they smiling? Leaning forward? Play this scenario out just a bit, until you get to a place of comfort or discomfort.
Then open your eyes.
What felt comfortable to you? Uncomfortable? Did it feel more comfortable and pleasant than you may have imagined?
Smiling people, committed to the same cause, hanging out in a comfortable space together…. from such a space can come many good things.
Take a few minutes to journal some answers to those questions. I guarantee this will help you shift the energy for the next time you move into this space – in real time – with a donor.
It’s not fatal; you can correct it. But first you have to recognize it happened!
Mistakes in major donor conversations generally arise when you don’t know enough about the donor, or vice-versa. That’s why there are two kinds of major donor visits:
Want your donors to sustain you? Then you can’t consume them in five minutes.
Yet all too often nonprofits treat their donors exactly like a gumball dispensed from a machine. Chew it up. Spit it out. Done.
Oh, yeah… maybe you send a quick thanks to whoever gave you the change to buy the gum. But that’s as far as your gratitude takes you. You’re over it. You never even think about that gumball again. You probably can’t even remember what color it was. You’re off hunting down your next snack.
Little snacks are nice. But they won’t sustain you over time.
One-time donations are the same way. And they’ll stay that way – one time – if you treat them the way you treat your gumballs.
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!
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
There’s a powerful psychological principle known as the “identifiable victim effect.”
It has to do with how you describe the scope of the problem you’re asking donors to help address. And what they will do as a result of how they perceive this scope.
There’s another related psychological principle known as “scope insensitivity.”
It applies when a number is too large for people to really comprehend its meaning. If you tell me something costs $1 billion, I really have little idea how this might differ from $10 million. Both numbers are equally overwhelming. I can’t picture how high a pile of either would be in dollar bills or even $100 bills. I have no sensitivity as to the scope because I simple can’t sense it.
Fundraisers absolutely need to know about, and apply, these principles.
Fundamentals are important! Before writing your appeal, it’s good to remind yourself of the basics to make sure you’ve got all bases covered. Look at the elements you want to include; make sure you’re applying them. In this two-part series, I’m calling out eight appeal writing fundamentals. In Part 1 we looked at the first four:
Today we continue with four more.
Let’s get started!
What if part of the reason our sector has so little understanding of our supporters is because we think we’ve done the work of understanding by slapping the activist, volunteer, donor (insert other generic label here) on people?
— Kevin Shulman, Founder, DonorVoice
Donors have their own sense of identity; they’re people first. Trying to categorize them neatly into donor “personas” (e.g., “Wanda Widow,” “Busby Business Man,” “Suzy Soccer Mom,)” doesn’t work nearly as well as helping them express their best self or selves.
Your nonprofit’s story is the whole ball of wax.
Without it, you’ve got nothing.
So let’s really talk about this for a minute.
A story is not “Give us money because we’re good guys and do good work.”
Nor are “Sustain humanitarian aid,” “Support the arts,” or “Save our rivers” stories.
Sure, there may be some implicit narratives hiding within these phrases, but they’re really tag lines or calls to action. Useful, sure. But not until you’ve laid the groundwork of telling a compelling story.
You never start a story with “And they lived happily ever after.”
Similarly, you should never start a fundraising appeal with “We saved the whales.” Where’s the emotion and drama here?
You know donors are moved to give through emotion, right?
The best way to get inside a donor’s head and heart is by telling a dramatic, emotional story. Something that taps into their core and arouses their curiosity, or some deeper feeling like sadness, fear or anger.
You see, human brains are wired for story.
Yes, nonprofit newsletters can raise money!
And they should delight, retain and upgrade donors too.
How does this work?
It works by using your newsletter to give credit where it is due.
To your donors!
You see, a charitable gift is not the same as a purchase of a product or service. With the latter, you have something tangible to continue to appreciate (e.g., you use your laptop daily; you continually admire the new paint job on your house). With the former, you’ve got nothing but an initial shot of dopamine … and then a memory. For most donors, this becomes a distant memory. Because most nonprofits don’t consistently and repeatedly report back. With donors, out of sight truly does mean out of mind.
You see, once is not enough. Research shows for gratitude to be deeply felt it must be repeated. Repeat gratitude and reporting back accomplishes the following:
Donor feels good
Donor trusts you’re good to your word.
Donor feels inclined to give again.
Donor retention increases
Average gift size increases
Your raise a lot more money over time
I’ve long advocated for incorporating accountability into nonprofit job descriptions if you hope to get, and measure, results. Without accountability, tasks have a serious likelihood of slipping to the back burner; then off the stove entirely.
Procrastination is just a human trait.
We tell ourselves we’ll clean out the garage this weekend. But no one makes us do it. So the weekend comes and goes without anything happening.
We make a new year’s resolution to exercise more. We even join a gym. We attend a couple of times, but no one is tracking our progress on the elliptical machine. We fall back into our previous habits and, before we know it, we’ve stopped going.
We plan to get out of the office and visit a donor at least three times a week, but no one really pays attention to our schedule – after all, we’re grown-up professionals! – and it’s easy to get distracted by emails, meetings, and a host of other tasks.
I could go on with a zillion examples. You probably can too. Why? Because human beings are wired this way. We get distracted. We procrastinate. We give in to habits that may not serve us well. And we’ve been doing it for centuries. It even has a Greek name: Akrasia.
You’ve still got time to sprinkle a little magic into your year-end fundraising!
Consider each of these seven words a magic potion unto themselves.
The more of these words you use, the more powerful a spell your appeal will cast.
Each of these packs a bigger persuasive punch than you might imagine.
Let’s take a closer look at how this works.
When you’re not aware you’re making a mistake, it’s hard to avoid it.
So let’s get curious. I’m going to ask you to close your eyes for a minute to imagine a donor you’ve been wanting to ask for a major gift. I’m going to ask you to visualize a space where you’re meeting. Put them in your office, their home, a café or even a Zoom screen. Choose what’s comfortable, and where you think you’d be most likely to meet with this donor within the next month or so.
Okay… do you have your donor and your meeting space in mind? Excellent!
Now, before closing your eyes, commit to visualizing these four things:
SELF-EXERCISE: Okay, are you ready to close your eyes? Even if this feels a little weird, why not give it a try? (1) Pick your donor… (2) your meeting space… (3) your additional person supporting you in the room… and (4) open the conversation. What are you saying to them? What are they saying back? Play this scenario out just a bit, until you get to a place of comfort or discomfort. Then open your eyes.
What felt comfortable to you? Uncomfortable? Did it feel more comfortable and pleasant than you may have imagined? Smiling people, committed to the same cause, hanging out in a comfortable space together…. from such a space can come many good things. What did you say to open the conversation? How did that feel?
If it felt good, why? If it didn’t feel good, why?
Take a few minutes to journal some answers to those questions. I guarantee this will help you shift the energy for the next time you move into this space – in real time – with a donor.
It’s not fatal; you can correct it. But first you have to recognize it happened!
If I had to tell you what you need to do to succeed with major gift fundraising in one short paragraph it would be this:
Identify prospects. Qualify them so you know they want to build a deeper relationship with you. Cultivate them. Visit with them. Listen to them. Ask them for something specific that resonates with their passions. Steward their gift. Communicate the impact of their gift, more than once, to cement the relationship and make them feel like the hero they are.
It’s definitely not rocket science. It’s just not something most of us are taught. Ultimately, success depends on doing the right things the right way. Once you know what is required, success comes from good old hard work. Satisfying and rewarding work. It’s a type of work anyone can learn to do. [If you want to learn, please sign up for the upcoming Certification Course for Major Gift Fundraisers that begins January 25th. It may be the most important investment you make all year. Just one major gift will more than cover the cost].
Over my 39 years in fundraising, 30 of them working in the trenches as a director of development for organizations with budgets ranging from $1 – $40 million, I have asked for a lot of major gifts. I know what works, and what doesn’t work. Today I want to give you some of my best words of wisdom, and also answer some of the questions folks tend to ask me frequently.
I hope these tips will help you tweak your mindset and invigorate your systems so you can be more successful fundraising in the coming year!
I’ve written about some of the new charitable deduction opportunities included in the Coronavirus Aid, Relief, and Economic Security (CARES) Act signed on March 27, 2020 before. But a recent post shared by Greg Warner of Market Smart — Dr. Russell James’ tips to help donors give wisely before this year ends — plus a recent conversation with a financial advisor, reminded me it’s a very good time to share with you again.
You see, there are several things that will impact donor deductions – THIS YEAR ONLY. It’s good for you to be aware of these as a fundraiser, because making your supporters mindful of these opportunities may lead to them making more, and larger, gifts to your organization.
Of course, you’re not in the business of offering legal, tax or financial advice. And it’s easier to tell yourself donors’ own advisors will likely tell them about these new provisions. And that “this isn’t really your responsibility.” Yet…
Not all of your donors have their own accountants or financial advisors.
And not all tax advisors are up to snuff, especially when it comes to charitable deductions. Do you want to risk not receiving generous gifts you could have otherwise received, just because you’re too lazy to share this useful information?
Sorry about using that “L” word, but too many fundraisers (IMHO) don’t 100% understand their job as a philanthropy facilitator. Do you?
Your job is to do everything within your power to make giving easy, joyful and meaningful for your supporters. Everything. Doing everything means
“Philanthropic culture is a key driver of fundraising performance.”
— Adrian Sargent, Institute for Sustainable Philanthropy
Is a culture of philanthropy just something that’s ‘nice’ to have? Does it simply make people feel good? Or might it actually affect your bottom line – making it ‘necessary?’
I know I’ve worked with organizations who looked at the notion of developing a philanthropy culture a bit like doing staff morale building or sensitivity training. It certainly sounds good, and who can argue with reports from pioneering organizations like the Walter and Evelyn Haas Jr. Fund (see Underdeveloped, Beyond Fundraising: What Does it Mean to Build a Culture of Philanthropy, and Fundraising Bright Spots) and Sea Change Strategies (see Inside-Out Fundraising) that embracing a culture of philanthropy (COP) will bring all sorts of benefits, including recruitment and retention of talent, stronger development plans and infrastructure, a better understanding of the board role in fundraising and a shared understanding of the importance of fundraising across functional siloes.
“As a sector, we need to elevate the importance of fund development as a leadership issue, invest in a stronger talent pool, and strengthen the ability of nonprofits to develop the systems that enable fundraising success.”
— Jeanne Bell, CEO of CompassPoint, co-author of Underdeveloped
“Generally, a culture of philanthropy is one in which everyone—board, staff and CEO—has a part to play in raising resources for the organization. It’s about relationships, not just money. It’s as much about keeping donors as acquiring new ones and seeing them as having more than just money to bring to the table. And it’s a culture in which fund development is a valued and mission aligned component of everything the organization does.”
— Cynthia Gibson, author, Beyond Fundraising
“Without tackling internal issues head-on, we believe the prospects for major fundraising progress are limited. In most organizations, fundraising is limited more by organizational culture and structure than by lack of strategic or tactical know-how.”
— Alia McKee and Mark Rovner, Founders, Sea Change Strategies
Despite the impressive research that’s been done showing the value of a philanthropic culture, too many nonprofits have simply assumed they had one by virtue of merely existing within the social benefit sector. Or even if they understood achieving a true COP took work, they just never moved this from the back burner to the front.
“Many charities are so wrapped up in the process of doing – delivering, raising income, adapting to the panoply of changing circumstances that can radically alter day to day activity – that establishing a truly philanthropic culture might not be high on the list of priorities.”
— Adrian Sargent, Institute for Sustainable Philanthropy
I often say “If you want gifts, you must give them.”
I’ve written about this multiple times, suggesting little gifts of useful or inspirational content – things that cost you virtually nothing – you can ‘gift’ to your constituents.
What information do you have they might find helpful, thought-provoking, inspiring or fun?
Rather than guess, why not ask?
1. You can survey your constituents directly using a simple format like Survey Monkey, or
2. You can ask your staff who work with your clients and/or supporters on a regular basis. For example:
“Begin at the beginning and go on till you come to the end; then stop.” So wrote Lewis Carroll in Alice in Wonderland.
It’s the same with major donor fundraising, except you don’t ever really stop. You just start up again. You do follow a prescribed path, however. And here’s what it looks like:
If you do this correctly, it becomes a transformational process for the donor. They want to stay connected and engaged and invested. Which is why you don’t stop. You follow up with “Some More.”
But first…
I’ve already written encouraging you to ask supporters for help. Right NOW. This is a time people are actively looking for ways to make a difference. IMHO it’s almost criminal not to offer would-be philanthropists an opportunity to be a hero. And your mission doesn’t have to be engaged in what’s commonly considered a ‘frontline response’ or ‘essential.’ In other words, you don’t have to be directly engaged in COVID-19 prevention, mitigation or treatment.
Your mission matters! It mattered yesterday, right? That hasn’t changed. People still want to save the environment… rescue puppies… increase child literacy… listen to music… preserve architecture… help kids go to college.
Don’t go dark on folks when they most need to hear from you. Whatever your cause, your constituents deserve to hear from you about how this pandemic is affecting you and all those who rely on you. If you really don’t need donor support right now (perhaps thanks to a large endowment or huge ‘rainy day’ reserve), then… fine. Don’t send a fundraising appeal. I’m guessing, however, for most of you reading this article YOU DO NEED CONTRIBUTIONS to keep you afloat.
Since you need income now, your best communication bet for other than major donors is online. [With major donors you can set up a virtual visit or simply pick up the phone and talk to them.] For everyone else, digital is your best bet. Snail mail is too slow for crisis fundraising, plus some folks won’t have stamps at home or won’t want to go out to the mailbox right now. So… let’s take a look at how to put together a successful online crisis appeal.
UPDATE: My friend, direct mail guru Eric Waasdorp, tells me she’s actually been having good success with snail mail these days. Print shops and mail houses are apparently considered ‘essential businesses’ and are able to get you on their schedule faster than usual. Plus the post office can use the business. I stand corrected! Just remember there will still be folks out of stamps, so be sure to include your website donation page link in case they want to give online.]
Does your nonprofit have an email newsletter?
I’d rather see you rock a blog, but let’s talk a bit about your newsletter. Since you already have one, you may as well make it better.
Otherwise, what’s the point?
[BTW: If you don’t have an e-newsletter, go read the article above about creating and rocking a blog. Also read this. A blog can serve the purpose of an e-newsletter, and do so in a more donor-centric, user-friendly fashion. IMHO.]
Okay. Back to improving your newsletter. You can always evolve it into a blog (and doing so will make sense after you read the rest of this article).
Guess what most donors simply won’t tell you about your newsletter?
It’s boring them to tears!
Or at least most of it is.
Actually, let me rephrase. Not to tears. That would mean they’re feeling an emotional connection. Sadly, they’re not.
Why?
Are you treating your donors like gumballs?
You are if you consume them in five minutes, then never think about them again.
Alas, too often nonprofits treat their donors exactly like a gumball dispensed from a machine.
Chew it up. Spit it out. Done.
Transaction over.
Want your donors to sustain you? Then you can’t treat them this way!
Whatever size gift they make, they’re unlikely to make it again — let alone give more — unless
All you need to do to transform failure to success is to adopt my personal #1 SECRET – the one principle that makes the greatest difference to long-term, sustainable fundraising success.
This is a secret that will transform donor loyalty and increase donor retention by leaps and bounds.
Plus, it’s not rocket science. It’s pretty much common sense.
Anyone can do it. Everyone should do it.
I’m going to share that principle here; then I’m going to turn this principle into a word – actually three variations of the same word – that you can use to transform the way you’ve been doing business.
What will happen as a result?
I promise you’ll close more major gifts!
Are you ready?
I happened recently on an article in the New York Times where the author, David Pogue, asked readers for their very best ‘life advice.’ I enjoyed it so much, I want to share some of my favorite pieces of wisdom with you. And, of course, I’ll suggest how this might apply to your nonprofit work and 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.
ADVICE/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, as appropriate.
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 I managed a nonprofit team I inevitably had staff who struggled to meet deadlines. So I’d ask them to keep track for a week of how they found themselves spending their time. My boss, generously, even made funds available to send folks to time management courses.
It seldom worked.
Because most traditional time management advice involves cutting out unnecessary activities. Some of this is possible, but many nonprofit workers simply have too much to do in too little time. The “unnecessary” is sometimes hard to find.
Recently I happened on an article in the New York Times by Adam Grant, Productivity Isn’t About Time Management. It’s About Attention Management. In it, he talked about someone who couldn’t find any tasks to drop from his calendar:
“This is going to sound like a joke, but it’s not,” he confessed. “My only idea is to drink less water so I don’t have to go to the bathroom so many times.”
Oh, dear.
But Grant offered an interesting solution; a reframing of the conundrum. He suggests that time management is actually part of the problem, not a solution.
In How to Use LinkedIn to Give Donors a Reason to Connect with You we looked at ways to make folks want to learn more about you. Today we’re going to look at how you can bond with folks and make them receptive to becoming more involved and invested with your cause.
What I like about these strategies is they’re relatively easy and won’t consume a lot of your time. And the payoff should be big.
LinkedIn is a veritable treasure trove of opportunity that goes largely overlooked by most nonprofits. And that’s a shame! In addition to being super useful for finding new prospects, researching existing donors and building your brand identity, thought leadership and credibility, it’s a virtual way to build relationships with folks when you can’t get up close and personal.
You’ve still got time to sprinkle a little magic into your year-end fundraising!
Consider each of these seven words a magic potion unto themselves.
The more of these words you use, the more powerful a spell your appeal will cast.
Each of these packs a bigger persuasive punch than you might imagine.
Let’s take a closer look at how this works.
There’s a powerful psychological principle known as the “identifiable victim effect.”
It has to do with how you describe the scope of the problem you’re asking donors to help address. And what they will do as a result of how they perceive this scope.
There’s another related psychological principle known as “scope insensitivity.”
It applies when a number is too large for people to really comprehend its meaning. If you tell me something costs $1 billion, I really have little idea how this might differ from $10 million. Both numbers are equally overwhelming. I can’t picture how high a pile of either would be in dollar bills or even $100 bills. I have no sensitivity as to the scope because I simple can’t sense it.
Fundraisers absolutely need to know about, and apply, these principles.
How do you get to the heart of what’s true and meaningful to your constituents?
It’s very easy. It’s also very difficult.
The easy part is simply to listen. As the old adage goes, “you have two ears and one mouth; use them in that proportion.” Sadly, that’s also the difficult part. Because, too often, we think we know more than we do. So we don’t look too closely. We make a lot of assumptions. And assumptions lead to a closed door.
Too often we don’t genuinely invite response or commentary. So there is nothing for us to listen to. Opinion frequently trumps knowledge. We say “I know what our donors think and care about better than anyone.” Or the boss says “This is the way it’s going to happen. Period.”
Too often those around us let us get away with this sloppy, self-validating approach.
If you think this may be happening at your organization, read on to see why this can be so damaging to your long-term success.
I always tell nonprofits writing appeal letters to tell a story. One compelling, exceptional story.
Actually, you need TWO compelling stories. We’ll get to that in a minute.
First…
Forget the data.
Forget the history of your organization.
Forget the explanatory prose about your processes.
Forget the list of all your programs.
Forget the superlatives about your longevity, awards, and so forth.
That stuff is compelling only to you. Donors don’t care. It’s just not relevant to them. At least not right away. Donors don’t have time to enter into all your self-indulgence.
Really, most folks don’t have time for you at all.
But…
I’ve long advocated for incorporating accountability into nonprofit job descriptions if you hope to get, and measure, results. Without accountability, tasks have a serious likelihood of slipping to the back burner; then off the stove entirely.
Procrastination is just a human trait.
We tell ourselves we’ll clean out the garage this weekend. But no one makes us do it. So the weekend comes and goes without anything happening.
We make a new year’s resolution to exercise more. We even join a gym. We attend a couple of times, but no one is tracking our progress on the elliptical machine. We fall back into our previous habits and, before we know it, we’ve stopped going.
We plan to get out of the office and visit a donor at least three times a week, but no one really pays attention to our schedule – after all, we’re grown-up professionals! – and it’s easy to get distracted by emails, meetings, and a host of other tasks.
I could go on with a zillion examples. You probably can too. Why? Because human beings are wired this way. We get distracted. We procrastinate. We give in to habits that may not serve us well. And we’ve been doing it for centuries. It even has a Greek name: Akrasia.
Tax benefits are icing on the philanthropy cake. What to do when the icing is melting? First, the good news. The sky is not falling. Human beings have given long before the existence of charitable deductions. Human beings are generous. They like being helpful. They like making a difference. They like doing the right thing.…
In a recent article I gave you the “Holy Trinity” of fundraising success:
You, Because and Thanks.
Those are essential ingredients for any fundraising appeal.
Today I’m going to give you four more magic words:
Small, Immediate, Expert and Support.
Each of these packs a bigger punch than you might imagine, and tends to persuade folks on the fence to jump right off and land in your court.
Let’s take a closer look at how this works.
I consider these three words the holy trinity of fundraising success.
I’ve written about these words before, and do so again as an important reminder. Because you’ve still got time to wrap them into your year-end fundraising appeal. And, if you do, I guarantee you’ll raise more money.
They are simple.
They are easy to remember.
They really work.
Plus, if you wrap them up with some emotional color, you’ve got an offer that can’t be refused.
Let’s take a look.
It simply makes sense to follow the money. Where is it? Let’s begin with that elephant-shaped piñata in the middle of the room. It’s filled with 80% of all philanthropy. You’ve got to figure out how to get the goodies out of it or you’ll just be scrambling for spare change. The most recent data…
“Begin at the beginning and go on till you come to the end; then stop.” So wrote Lewis Carroll in Alice in Wonderland.
It’s the same with major donor fundraising, except you don’t ever really stop. You just start up again. You do follow a prescribed path, however. And here’s what it looks like:
If you do this correctly, it becomes a transformational process for the donor. They want to stay connected and engaged and invested. Which is why you don’t stop. You follow up with “Some More.”
But first…
Reality check.
What is your real goal with fundraising?
Think about this carefully.
Obviously (I hope), it’s not just to raise ‘money.’
Money is only as good as the purpose to which it’s applied.
So what’s fundraising for?
Have an answer?
Jot it down.
Okay… let’s get to it.
I often say “if you want gifts, you must give them.”
I want to “clairify” that I mean this somewhat metaphorically.
I mean you shouldn’t focus only on getting, but also on giving.
Your relationship with your donors shouldn’t be all take, take, take.
That being said, most donors don’t want a lot of “stuff.” They particularly don’t want expensive and/or useless stuff. In other words, you don’t have to give them tangible gifts of tote bags, coffee mugs and socks. Instead, consider giving them “gratitude experiences.”
Why and How to Invoke the Power of Thank You
My mother was known for having impeccable manners. At her memorial service, it seemed as if every other person who shared a memory talked about her manners. They did so not in a nitpicking way, but in a loving way. It seemed she always knew just the right thing to do to show her appreciation.
Maybe that’s why I love writing thank you notes. Seriously, it’s my favorite thing to do in all of fundraising. And it’s undoubtedly why, when I first heard Penelope Burk speak in 2001, it completely changed my approach to the practice of donor development.
Do you have that year-end feeling?
You know, the one that many fundraisers get around this time of year?
Kind of frenetic? Kind of anxious?
You’re not alone.
For many, this has been a gut-wrenching week. People are struggling with how to make sense of global events. Not just the American elections (though this is a huge sea change), but also escalating, senseless violence across the planet, threats to free speech, the spread of fake news, a deepening divide between classes, and a creeping sense of dread as events begin to seem out of our control.
There’s a lot for people to digest. The world can seem a cruel and barbaric place. Philanthropy – love of humankind — can seem elusive.
Yet it’s right here. In each of us.
I consider these three words the holy trinity of fundraising success.
They are simple.
They are easy to remember.
They really work.
Plus, if you wrap them up with some emotional color, you’ve got an offer that can’t be refused.
Let’s take a look.
What can you do now to prime the pump so your donors are pre-disposed to give to you when they receive your year-end appeal?
In Part 1 of this two-part series I described some new research from Robert Cialdini, author of the seminal Influence: The Psychology of Persuasion, and the new 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 would incline your donor favorably in your direction.
I promised that today we’d take a look at how to cement the likelihood your favor is returned, as well as explore some types of favors that are likely to be perceived as valuable.
In A dollar more (vs. a dollar less) Seth Godin provocatively suggests you consider a race to the top.
This made me immediately think of the nonprofit overhead conundrum. Too many nonprofits feel stuck with trying to justify the amount of money they spend on staff and infrastructure in a race to lure more donors to their cause.
The common wisdom (really nonsense) is that “a dollar less” is good. That the less you spend, the more effective you are. “Lean and mean” is supposed to be a good thing.
Thinking about doing a “non-event” event where no one has to attend? It sounds great on the face of it. After all, Penelope Burk’s research revealed that many donors reported they like to receive invitations to events; they just prefer not to attend them. Win/win?
Not so much. It depends why you’re hosting the event in the first place. If it’s your only method of fundraising for the entire year, then fine. Go right ahead. Whether folks attend or not doesn’t much matter. You’ve made your single annual ask, received your gift and you’re done. All you wanted was money. Once. Right? Hold on!