While you no doubt want donors of all sizes, you especially want loyal donors who make above average size gifts. Because that’s where you’ll get the greatest return on your investment. Today, let’s talk about major donors. Why? They account for the lion’s share of all contributed income. Studies show over 88% of all…
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The world reacted with shock and outrage. There was a pervasive feeling of “how could this happen here?” People screamed… cried… prayed. This was five years ago. Last spring. When a fire wreaked devastating damage to something that, for many, represented the soul of a nation. And . Notre Dame Cathedral is iconic and symbolic.…
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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,
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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?”…
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In Part 1 we looked at establishing event goals and objectives; then determining if an event was the most efficient and effective way to achieve desired outcomes. In Part 2 we reviewed 4 top event planning tips. In this last article of a three-part series on event planning we’ll look specifically at how to make the event “stick” emotionally.
1. Overall, we’ve recognized most events are less about actual monetary return on investment (ROI) than they are about return on engagement (ROE). In other words, if you’re doing an event purely to raise money there are other more cost-effective fundraising strategies.
2. However, events done right are an excellent awareness-raising, branding and donor cultivation tool. You just have to go into events fully cognizant of what success will look like, both from your organization’s and your donor’s perspectives. Only armed with this understanding can you create events that will be worth your while.
3. Today we look at ways to make events – once you’ve decided to hold them – fulfill both your and your donors’ dreams. This is where you deliver on becoming unforgettable — in a truly great way — so the next time you reach out you are warmly embraced. In other words, this is the first step to getting event attendees to stick with you over time.
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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.
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Philanthropy is a mindset. An embracing culture. A noble value.
Fundraising is a means towards that end. Servant to philanthropy.
Philanthropy, not fundraising.
This has been the tagline for my business and blog since I began Clairification in 2011. It grew naturally out of my experiences working as a frontline development director for 30 years. I’ve always insisted that no single person could possibly receive credit for a donation. “Donors don’t give because of development staff,” I’d tell program staff. “They give because of the great work you do!”
Sustainable fundraising takes a village.
In fact, in my practice I went so far as to develop a point system for major gifts moves management (you can learn about it here) that ascribed many more points for a donor meeting with a program director than one with a development staffer. I wanted to show program staff how much they counted!
Everyone counts.
This is exactly the premise of the groudbreaking report commissioned in 2016 by the Evelyn & Walter Haas, Jr. Fund, “Beyond Fundraising: What Does it Mean to Build a Culture of Philanthropy?.” It was one of three reports centering on confronting chronic fundraising challenges, and showcased the paramount importance of building an organization-wide philanthropy culture as a paradigm for the 21st century. When the report came out, here’s what I said:
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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.
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Ever have a well-meaning, yet perhaps overly controlling or risk-aversive, boss say to you:
Our fundraising letter must be no longer than one page.
That’s too simple; we don’t want to talk down to our donors.
We need to say more about our accomplishments.
We need to describe numbers of people served; that’s what’s impressive.
That’s not how I talk.
That’s not our corporate style.
That’s not how we do things.
That’s not what our donors are used to.
That’s not proper grammar.
That’s too gushy and effusive.
I want happy, not sad, photos.
Asking the reader to “please give generously” is sufficient; no need to name an amount.
Asking once is enough.
The development director should sign the letter.
Signatures from both the E.D. and board president will be more persuasive.
We don’t need a P.S.
Alas, these are common fundraising appeal fallacies that will cost you money. Money donors might have given to you, if you’d only understood some fundamental fundraising truths.
I was reminded of some of these truths in a post from Jeff Brooks. He spoke of true pearls of wisdom gleaned from his fundraising mentor, the pioneering direct mail writer Bob Screen. We’ve lost Bob and several fundraising giants in recent years, including Simone Joyaux and John Haydon, but we should never lose sight of the wisdom they imparted. It’s the best way to assure their memories live on and their good works continue.
I did not know Bob, but I’m sure I learned from him without realizing it. Because the good stuff gets passed around. Why? Because it works.
And it takes someone with experience to not just demonstrate it works, but to forcefully maintain the necessity of adhering to tested principles, facts and truth. Even – especially – in the face of doubters (e.g. executive directors; board presidents) who would seriously derail your fundraising efforts. With all good intention, of course.
Never forget this is why you were hired. No one is an expert at everything. And chances are fundraising writing is not your leadership’s key area of proficiency. It’s your job to know what works, and what doesn’t.
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Can AI help your nonprofit connect authentically with people so you, and the social benefit sector as a whole, do a effective job addressing today’s most pressing problems? In other words, can AI help you drive loyalty? The short answer is yes. But it won’t happen if you keep working as you’ve always…
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