Everything we do in advancement should help a current, past, or prospective donor answer this question concisely and easily. “Why should I care about the campaign?” “Why should I care about the institution’s end of fiscal year?” “Why should I care about being a consecutive year donor?” “Why should I care about responding to this…
Author: Jason McNeal
I provide leadership, advancement and fundraising consulting services to educational, healthcare, and non-profit organizations.
The Same River Twice
We know “we can’t step into the same river twice.” Typically, we think about the river itself changing which makes it a different river over time. However, we also change over time and so we can’t step into the same river twice as well. So many variables and complexities wrapped in this simple reminder. Why,…
The Real Reason ‘Dollars Raised’ Is A Horrible Evaluation Metric – Part 2 of 2
In part 1 of this post, I made the case that evaluating how gift officers approach their work is far more important than the outcome. That using a “dollars raised” metric as part of gift officer’s evaluation is unhelpful and unhealthy for gift officer and program development. Today, I turn attention to 3 fundamentally effective…
The Real Reason ‘Dollars Raised’ Is A Horrible Evaluation Metric – Part 1 of 2
For gift officers and development leaders there is not a more damaging, distorting, and destructive evaluation metric than ‘dollars raised.’ Yes, I’m aware that just about every gift officer and development leader uses ‘dollars raised,” as an evaluative tool today. Yes, I understand that current industry-wide thinking is that raising more money this year as…
Motivations
We regularly discuss donor motivations, why people give and get involved, and how to appeal to their interests. What’s far less common are discussions focused on why we ask donors to give, why we invite volunteers to get involved, or how to appeal to our own motivating factors. If you are an advancement leader and…
Asking Questions
If your aim is to be a high-quality, effective leader, ask your questions early. Be genuinely curious. Gather information. Listen to understand perspectives and positions. Empathize with different experiences. Learn what you don’t know. And then, use what you’ve learned from others and their realities to offer solutions. Waiting until after a solution is offered…
The Donors We Inherit
Every advancement team inherits most of its donors. You may be new to your role, or you may have been at your institution for years. But the bulk of the donors you will engage have a giving history with your institution that precedes you. Percentage wise, a few of these inherited donors are exceptionally generous…
Becoming Better With Major Gifts
One reason it’s difficult to teach someone how to be a better major gifts professional is because it’s not about teaching specific words or phrases to use during an ask. It’s not about teaching a particular process or formula to follow in order to prepare for asking a prospect for a major gift. It’s not…
Pulling Donors and Donors Pushing
At the two extremes of the Gift Initiation Continuum, our work can be described as either pulling donors along with our institution’s vision and priorities. Or, having donors push their priorities and interests onto us. We can either initiate a gift by proactively sharing a winsome vision for the future with donors and inviting them…
The Strategy Or The Board
In poker, the “board” is the context of the community cards (the cards dealt face-up in the middle of the table and available for any player to use in putting together her hand) during any given hand. A “dry board,” for instance, occurs when the community cards do not have much connection or relationship with…