. . . a development program consistently expand its donor base – year over year for long stretches – without deep and relatively stable solicitation traditions and timelines.
. . . a development program raise consistently more from major gifts – year over year for long stretches – without stable, engaged, and somewhat (at least) visionary leadership.
. . . a development program raise consistently more annual giving dollars – year over year for long stretches – without consistently segmenting based on past giving and inviting donors to give more.
. . . a development program increase the total number of employee donors (i.e., faculty, staff, docs, healthcare workers, etc.) – year over year for long stretches – and report that overall employee morale is simultaneously decreasing.
. . . a development program raise truly significant gifts during a campaign without the consistent promotion of an inspiring initiative, project, or vision linked to organizational mission.
Of course, I’m sure there are examples that disprove the above statements. But, those examples would be exceptions to the rules we should aim to work by.
Everyone wants to receive significant gifts. Everyone wants to grow their donor base. Everyone wants to raise more money. Everyone wants their campaign to be successful.
The problem is that no one wants to do any of those things slowly.
And it turns out that in development, slow success is really the only kind.
