Giving is Good
A direct mail annual giving solicitation receives a 4% response rate. Is that good? If the solicitation was sent only to donors who have given in each of the last 3 years but have not yet given this year, we might respond discouragingly: “No, it underperformed.” However, if the solicitation was sent only to non-donors…
If an advancement team is raising $1.5 million for their annual fund on a goal of $1.5 million, we might observe, “that’s good – they’ve met their goal.” It doesn’t seem like they are doing anything outstanding, but they are doing what is expected. This is the “how high” question. How high did we get…
We lose the narrative if we believe our primary role is to: ask people for money; or, say thank you to donors; or, visit with donors; or, become friends with donors; or, invite people to events; or, seek feedback from donors; or, recognize donors publicly for their support; or, identify new potential donors; or, educate…
Advancement folk talk a lot about serving donors. We talk less about delighting them. Both verbs seem helpful and positive, but the idea of serving donors brings with it a focus on us. Our mindset. Our plans. Our behaviors and actions. On the other hand, the idea of delighting donors brings with it a focus…
This phrase can feel unacceptable for advancement folks. We care (or should) about the mission, about those we serve, about our colleagues, about impact and results, etc. We might think, “we should always care.” But, here are some times when holding an, “I don’t care,” attitude actually works for good. “I don’t care if you…
“If it doesn’t work, we’ll try something else.” Here are 3 reasons why this statement (or, generally, this mindset), is the most problematic and unproductive approach when it comes to planning advancement events, appeals, and other significant advancement activities: First, it downgrades the importance of the planning process. When we take this type of dismissive…
One side of the coin: Effective leaders are courageous enough to have a vision for tomorrow. People grow confused and frustrated when a leader doesn’t take the time to communicate where the team, the department, the program, or the organization is heading. The other side of the coin: Effective leaders are selfless enough to know…
“Yes, but Jason, isn’t that kind of self-serving of you to say?” This is the response I sometimes get when I claim that being in advancement is a service profession. I’m not speaking here of serving the mission or serving our colleagues, although we clearly do both. Instead, I’m talking about us being a service…
Most all advancement leaders understand the importance of thanking donors when a gift is made. We should be timely, authentic, and consistent in expressing our gratitude after people respond generously in support of our cause. But there are other opportunities we consistently miss to extend our thanks to donors. Here are 3: When a donor…
At least for now: The best: A.I. creates huge efficiencies with rudimentary, but important tasks. A.I. assesses huge amounts of data and provides analysis or theme interpretation. A.I. crafts creative works that can advance important missions and causes. The worst: A.I. behaves like our know-it-all, smooth-talking brother-in-law who responds quickly and confidently to prompts and…