Major Gift Fundraising and the Leadership Volunteer
What is major gift fundraising?
Thoughtful rather than impulsive Investment rather than gift Community good rather than WIIFM Values rather than duty based Personal relationships, rather than
mass marketing
Who gives?
What do they give to?
Why Volunteer Leaders?
Extend staff resources Expand the philanthropic network Extend the knowledge base Are more likely to make meaningful
gifts Bring credibility to the ask
“I’m afraid to ask…”
Most people don’t give unless they are asked.
Donors expect and even look forward to it. An invitation, not a sale. What will be the result if you don’t ask?
Not Asking Insures Failure
“You miss 100% of the shots you don’t take.”
–Wayne Gretzky
Volunteers and the Five I’s.
Identify Inform Interest Involve Invest When “you” becomes “we”
Identify
Review lists Provide contacts
Inform
Discussions with friends Small groups Large gatherings
Interest
Answer questions Take suggestions Note and report interest
Involve
Serve on committees Make calls Host small events
Invest
Accompany a professional or other volunteer on a call
“Witness” for the station Ask
Why people give
The Seven Faces of Philanthropy
Russ Alan Prince & Karen Maru File
Twelve firms studied the characteristics of 218 charitable donors.
Discretionary income >$1 million who had made gifts >$50,000.
The Seven Typologies
Communitarians: “Doing good makes good sense.” 26% of givers Often local
business owners Don’t just give, get
involved Benefit is the
network
Devout: “Doing good is God’s will.” 21% Give 94% to
churches Investor: “Doing good
is good business.” 15% One eye on the
cause, and one on taxes
Give broadly
The Seven Typologies
The Socialite: “Doing Good is Fun.” 11% of givers Enjoy social
network Special events Not board members Arts and education
Altruist: “Doing Good Feels Right” 9% The Selfless Donor Moral imperative Tend not to serve
on boards Give more to social
causes
The Seven Typologies
The Repayer: “Doing Good in Return” 10% of givers Constituents first,
donors second Have personally
benefited Feel loyalty,
obligation Give to hospitals,
schools
The Dynast: “Doing Good is a Family Tradition” 8% Inherited wealth Believe it is expected Variety of causes;
each generation chooses its own.
Who will give to you?
The Seven Typologies
Communitarian26%
Investor15%
Dynast8%
Socialite11%
Repayer10%
Devout21%
Altruist9%
MegaGifts
Jerold Panas interviewed 20 who gave more than $1 million.
22 key motivators Interviewed 1,082
non profit leaders. Significant
perceptual differences
Differences
What leaders thought: Community
Responsibility, Pride Belief in the mission Interest in a special
project Involved in the
campaign Service on board,
committee Memorial opportunity Respect for institution
in community
What givers said: Belief in the mission Regard for staff
leadership Fiscal stability Respect for institution
in community Regard for volunteer
leadership Service on board,
committee Respect for institution in
a wider circle
The point is …
People give for their own reasons, not yours
When asked, most givers citeBelief in the causeConfidence in financial management
and leadershipIts respect both locally and beyond
People give because they enjoy it People give because they were asked
A solicitor’s most important tools
Knowledge Questions Silence
Knowledge
The caseWhy the organization exists
The prospectGiving, interests, affiliations
The amountAgreed by you and staffCapacity and interest
Armed with this knowledge …
Prepare a written plan of action:What is the purpose of this visit—gift
or cultivation?Will I go alone or take another?What are our roles: what will we say,
who will ask, what is likely to be the result?
What is my fall-back position? Make the appointment: the hardest part.
The Interview
Establish rapport. Friends in common Question them about interests Question them about the service. Your
favorite programs? Do your [grand]children watch? Do you know that WXXX…?”
Down to business I’m here because … Explain the project Ask for questions and answer them
Listen
The Most Important Skill Try to pose questions that draw the
prospect out. Listen for responses. Show that you are listening.
Dealing with Objections
Acknowledge them Don’t debate, but do provide facts Correct erroneous information Get back on track Maintain a common ground
The Question
“Given your past support of (WXXX/so many worthy projects in Anytown) and the importance of this project to families and children throughout our community, I hope that you will join with (peers who have given) in this cause. We would be most grateful if you would consider a major gift in the range of ($ amount) (OPTIONAL: payable over the next X years.)”
What’s next?
Having asked the question, what is the next thing you should do?
Silence
Say nothing. Look the prospect in the eye and wait. Do not:
Provide an out. “Of course, if you’d rather …”
Make excuses. If you speak, you lose.
Putting it to work
An exercise
What to do if …
“I’ll have to think about it.” “I understand. It’s an important decision. When should I stop back?”
“I’m not that interested.” Provide the facts on those served. “Could I ask you to think some more about it? When would you like me to stop back?”
“I can’t possibly give at that level.”
1. Explain payment options
2. Review importance of participation. Given that, “Would you consider a gift of $(next lower range)?”
3. “Please give it some more thought. When should I stop back?”
When you get a firm “No.”
Be gracious, in person and in writing. If no to this project, gather more info. If no to the station, gather objections. There are prospects who will not give
to you.
Rules for asking
Make your own gift first Know your prospect Listen to what the prospect says Emphasize the prospect’s interests Ask for a specific gift Remain positive and focused Counter objections with facts Manage the follow-up (pledge card, next
appointment, reporting results)
You Can Do This