Giving is Good
The most effective advancement folk don’t necessarily have access to the best technology. They don’t have the largest budgets. They probably don’t work for the biggest organizations or institutions. They aren’t the smartest or the most well-educated. They aren’t even the most enthusiastic always. Instead, there is a simple-ness to being especially effective in our…
Let’s say your database has 100,000 records. Perhaps you have 350 of those 100,000 records that are appropriately assigned in your major gift prospect management system. I say, “appropriately,” because you may have 350 donors who possess the financial prosperity, propensity to give, and passion for your mission that you have identified and engaged through…
If we’re not going to meaningfully engage volunteer leaders in the process of inviting others to learn more and give, why do a campaign? If we’re not going to identify the most strategically-important priorities donors can support, why do a campaign? If we’re not going to align our major gifts prospect management work to first…
If we want to make our advancement work easier, we can lift up the importance of ourselves. If we want to raise more money, we can lift up the importance of donors. And, if we want to change the world, we can lift up the important of our cause. Making ourselves and our donors feel…
A Board member wants to plan a gala to raise more money, but shows little interest in introducing their wealthy friend to your cause. Your CEO wants more gift income, but shows little interest in inviting donors to give herself. An influential donor wants his name on a building, but shows little interest in making…
We are responsible for showing up with a willing attitude. We are responsible for being prepared, being strategic, and being detailed. We are responsible for communicating with inspiration and with an empathetic nod to the circumstances of others. We are responsible for inviting others well – to volunteer, to attend, to give, and to care….
The first president I worked for who understood philanthropy was fond of saying, “We can never thank a donor too much.” I used to believe that and would even repeat the phrase. But, as I’ve aged in this work, I’ve changed my tune a bit. It’s not that the sentiment hits wrong. . . or…
Identify a Progress Direction– Are we aiming to grow our number of donors? Is our goal to raise more dollars overall or for a specific priority? Is our objective to make our database more hygienic? What major progress will we make as a team? Affirm Metrics That Progress Evidence – What are the specific number…
The best governing boards have: Foresight – they ensure a cultural and practical framework for longer-term and strategic planning for the institution. Oversight – they embrace the concept of “noses in and fingers out.” They ensure that progress is being made on important outcomes and they ask what is needed to gain additional successes. Insight…
If a generous, consistent donor stopped giving to you today, what would they miss? The joy? The meaning and impact? The community of being part of a cause with others? The sense of being a good, generous person? The interactions with your institution’s leaders? The interactions with those your institution serves? Something else. . ….