We talk a lot about asking in advancement.
Asking for the gift. Asking for their feedback. Asking for their advice. Asking for their service.
We talk far less about how to effectively and consistently get to point of asking.
When we propose a potential gift, or propose a donor strategy, or propose a volunteer role to a key donor, we may or may not be asking, but we certainly are guiding the conversation in that direction.
“Would you ever be interested in serving on our Board?” Or, “Would you ever give consideration to joining our planned giving society?”
Yes, I’m leading up to asking, but I’m not technically asking. Instead, I’m asking about interest, or I’m asking whether they would consider something. I’m proposing an idea.
Proposing works not only for donors and volunteers, but also for bosses and colleagues.
“What if we talked about our campaign using these examples?” Or, “Would it help if I put together a one-pager to describe what we are asking our giving day champions to do?”
Here is the rub, though. In order for us to propose, we have to have the beginnings of a plan (at least). A plan for that donor. A plan for that volunteer. A plan for our campaign communications.
We also have to be willing to accept the risk that our proposal is shot down or altered.
It may not be viewed as the best plan. The donor or the volunteer or our colleague may not like our proposal. They may say, “I think there is a better way.”
We either accept the risk of our proposal being changed.
Or, we accept the risk of asking far less than we should be.
And, in advancement, asking less is usually the bigger threat.
