Wednesday, May 29, 2013

When your Board Member says, "Sorry, I don't have any friends to ask for money."

"Three out of four executive directors (75%)--and 82% of executives among organizations with operating budgets under $1 million--call board member engagement insufficient" according to Underdeveloped: A National Study of Challenges Facing Nonprofit Organizations (2013). 
Penelope Burk's new research on Donor Centered Leadership also points to nonprofit staff and board leadership's self-reported dissatisfaction about board engagement in fundraising. Simone Joyaux writes eloquently and extensively about how to set governance expectations and what to do if board members don't meet those expectations. And, she reminds us not to ask board members to trespass on their personal and professional relationships (so important!). 

There's a lot of emotion--guilt, unclear expectations, resentment, and fear--all wrapped up in conversations with board members about introducing interested members of their spheres of influence to the nonprofit organizations that the serve and represent. In my experience working with boards on fund development plans, these emotions manifest with a comment like, "I'm sorry. I don't have any friends to ask for money." (Let me be clear: this is not the assignment they've been given.)

My sense is that a scarcity mindset is at the root of these emotions. It goes something like this, "If I talk to people about my nonprofit, (1) they will think I'm asking them for money, (2) that would be taking money away from someone, (3) I'm then going to owe that person money for whatever cause they represent, (4) and I don't want someone to ask me for money, because (5) I don't want someone to take money away from me." 

There are a number thoughts to unpack in the scarcity mindset I outlined above. We won't get to them all in this post. I want to start directly with the notion of charitable giving as "taking money away from someone." A way to enter into conversation with a board member who feels this way is to show him or her how charitable giving can offer a financial benefit to a donor and to a charitable organization: a win-win. These are things that are rarely discussed with board members, and doing so may make a slight shift in their scarcity mindset. It may inspire your board members to be more comfortable being an ambassador for your organization.

Please join me, Tim Rice and Aaron Adcock from Lakeside Wealth Management on Thursday June 6 from 8:30am-10:00am at United Way of Porter County for an in depth discussion about 4 Simple Charitable Giving Strategies that Board Members Can't Wait to Share.

You will learn:

  1. How giving stock can reduce tax exposure for donors
  2. Why you should create a great "sponsorship" menu--and how to do it
  3. Who can benefit from Indiana NAP tax credits--and how to explain them in plain English
  4. How IRAs can turn into great gifts
At the end of the session, you will be able to:
  1. Help donors understand how charitable gifts can have important tax benefits
  2. Educate your board members about 4 tax saving strategies to share with friends
  3. Communicate the value that you can bring to and advisor-client relationship


Friday, May 24, 2013

How NOT to Stalk Donors AND How to get a Fundraiser to STOP Calling



The meeting has been held and sponsorship materials have been reviewed and left with the potential sponsor.  The individual you met with appears interested in supporting your cause, but indicated the need to discuss it with others before making a commitment and requested that you follow up in a few weeks.  You do so, no response.  You wait a week or longer and reach out again, no response.  You wait another week to ten days and give it a third try thanking them for meeting with you and asking for a response one way or the other so that you do not continue to bother them.  Again, no response.  They are not saying yes or no, just not responding at all.  At what point do you call it quits?  And if you call it quits for the current year, do you meet with them again for the following year or are they telling you by not responding at all that they are not interested? 
An askAPB question from D.H. in Porter County, Indiana

D.H., this is a great question that many fundraisers worry about. First let me commend you for having the courage to personally visit with your donors and to be persistent in your follow-up. You are doing your job. To answer your question, I usually recommend following-up on proposals 3-4 times. But unfortunately, there's no science and no magic. 

Remember that you don't know what is going on with your donor: death in the family, divorce, problems with children, exotic vacations, weddings, graduations--all the amazing and painful and joyful life experiences that will always be a priority over your proposal (and should be!). So, when you've left your third or fourth voicemail and your donor still has not responded, why don't you write a nice, personal note to them.


Dear Jimmy, I really enjoyed our meeting to talk about Project Fantastic. I know you wanted to get consensus with your team before you confirm the gift. It seems like my follow-up calls haven't come at the most convenient times for you. I want you to know that your gift would be amazing, and my door is always open to talk about the project. But, out of respect for our relationship, I'll put the ball in your court to initiate the conversation. I hope that things are going really well for you, and I can't wait to see you at the next Business After Hours. Sincerely, ...

Remember, and remind your boss, "fundraising occurs on the donor's timetable, not yours." What you CAN control is the nature and character of your long-term relationship.


So let's flip your question and imagine that your prospective donor is not really interested your proposal, or he is not able to get consensus with his team (or family) to confirm the gift, or "something suddenly came up." Is there something that he can do to stop your worry and to stop you from calling (again). Of course! He can say "no, thank you" honestly and politely.

Here's how I've done it. A friend and business client asked me last winter if I'd be interested in supporting a summer event for a non-profit where she serves on the board. I was, and I still am definitely interested. But, between then and now, however, a couple of unexpected business circumstances emerged for me, and the timing just isn't working for a summer gift. Secretly, I had hoped that she'd forget my interest, but she's too good at fundraising for that. When she emailed me with the sponsorship information, here's how I replied:

Hi, L! Thanks for remembering my interest in this. I would like to support this cool event, but the timing is all wrong for me right now. I’m sorry I can’t commit to it this summer. Hopefully I will be in a better place support this group later in the fall. 

It is always best to be honest and authentic, even when that means no, not now, or not ever. Your saying "no" is also a gift to the fundraiser. It gives her back her time and focus. It lifts any anxiety she feels about calling you again. Momentary disappointment is always better than prolonged anxiety. 

So, to sum it all up, if you are feeling some kind of anxiety about calling a donor or about returning a fundraiser's phone call, respect that relationship with an honest statement (by phone or by personal note) about the situation and your discernment process. That's all we can ask of one another as human beings in pursuit of a common good.

If others of our colleagues and friends have different responses, I welcome any and all enhancements and positive, shared advice in the comments below.

If you have a burning, nagging, or "I'll look into that later" question about philanthropy, fundraising, or the wonderfully complicated world of nonprofits, click here to askAPB.

Exceeding all expectations and goals! Congratulations, Nicole!

I'm so proud of my recently graduated intern, Nicole Wilken. As readers of this blog know, Nicole has researched, created, and offered insightful posts about philanthropy, nonprofit leadership, grant-making, and fundraising since September 2012. Now I'm both so happy (and so sad) to congratulate her on her graduation from Valparaiso University and her new journey to Nicaragua as a Program Director at Manna Project International. Let me tell you, they will be so fortunate to benefit from her quiet, confident leadership.

Let me also share props for Nicole and her team of fellow Valparaiso University SALT (Social Action Leadership Team) students that exceeded their $15,000 fundraising goal by 34%! They raised $20,144.71 for the YAWA Project: Bettering a Nation through Education to implement a literacy program for Red Cloud Indian School on the Pine Ridge Indian Reservation in South Dakota.

According to Nicole, the secret sauce that put the fundraising efforts over the top was starting a donor relations program,e.g. visiting with past SALT donors, asking them why they were inspired to give, and sharing what was new with this year's project. Most of the people who received a stewardship visit increased their gifts. 

That's one of the beautiful things about Nicole, it was never enough to raise the money. It was always more important to share information, to express thanks, and to make sure whatever she did left a positive impression and a strong foundation for future growth. We should all remember those lessons.

Hats off to you, Nicole! I am excited to learn about your experiences and learn from your work abroad. Change the world, save peoples' lives, make no small plans... and remember your Vitamin C. I am thankful for all the wisdom that you shared with me!

Wednesday, May 15, 2013

Fundraising Event Overload? 3 Steps to Change the Conversation


"How do I convince my Board of Directors that having a special event every month is not good fundraising?" 

 

An askAPB question from S.P. in Lake County, Indiana.


Thanks for your great question, S.P. Congratulations! Your Board of Directors must be pleased with your special event abilities if they want one every month. Clearly your attention to detail and your planning skills are highly valued. We just need to help your volunteers focus your skills more on building relationships with people who love your cause and less on trying to figure out 12 new time-consuming ways to attract new and different people to your cause.

Your board members really want to do the right thing. My sense is that they don’t know what else to do, and/or they are afraid that fundraising is all about asking for money. Here’s your opportunity for board education.

Board members and volunteers like special events because (1) they are defined activities—volunteer roles are clear; (2)  they succeed (or fail) immediately; and (3) they are usually fun, so asking for sponsorships and ticket sales is a win-win for your organization and their friends.

Here are three steps to start a different conversation around events:
  • Talk about the return on investment for your current events. Make sure that you include an estimate of your staff time (and associated costs) in the calculations. When you are working on an event (napkin colors, signage, menu, invitations, etc.), you are (usually) not cultivating a donor who could make major gift, which is a much more efficient use of your time. There is an opportunity cost. See this for a thorough discussion of ROI analysis.
  • Pick your 1-3 top-performing fundraising events (ROI), and make a plan to enhance the top events by cultivating deeper relationships with attendees and sponsors. (Postpone the lowest-performing events for a year.) Invite your board members to partner with you on personal visits with past event attendees. In these visits, you should listen to what your donors like and don't like about the events.
More importantly, you should find out what inspires them about your organization. Share some “behind the scenes” information, thank them for their support, follow-up with them on ways they can become more involved (volunteering, serving on a committee, etc.). Have a fun time!
  • Set goals for donor loyalty in addition to net funds raised and attendance—how can you increase the likelihood that people will keep coming back to your signature event(s)? What is your regular donor communication plan? Set goals and plans for inspiring multiple gifts from each participant. Do they come to your event AND give to your year-end appeal AND volunteer? How can you get them to do that (Answer: thank them and ASK them). Make sure you report on progress at every board meeting.

If you take these three steps in the conversation, your board will feel wise that they are being financially responsible. They will feel safe because you have given them a clear, fun task of visiting with people who already like your cause. They will understand when and what kind of results to expect (over time), and their new donor loyalty goals will change your day-to-day work. The goals will shift the focus of your planning and detail skills away from the events and toward the donors, which is where the focus needs to be.

Please let me know how it goes, S.P., and if our colleagues have ideas to help, I hope they’ll share them in the comments below. 

Readers can askAPB their burning, nagging, "I'll look into that later" questions about fundraising, philanthropy, and all the beautiful complexity of the nonprofit sector by clicking here. We'll tackle the most interesting questions once a week on this blog. 

Thanks for making the world a more compassionate place by encouraging joyful giving!