Two of the most seemingly-impenetrable barriers to giving are connected to the broader human conditions of pride and trusting others. Specifically, if an assigned solicitor isn’t willing to humble herself enough to ask with conviction on behalf of her deserving institution, a gift won’t be made (or, if a gift is made, it won’t be…
Author: Jason McNeal
I provide leadership, advancement and fundraising consulting services to educational, healthcare, and non-profit organizations.
Paying Attention To Causation
The conventional wisdom is simple. Higher self-esteem will lead to better life choices and results. So, we tell our kids they have “gifts” and are “special” even when they are not. (Ever watched “American Idol” when a horrible teenaged singer is confronted, quite possibly for the first time, with the assessment, “wow, you just aren’t…
Prioritizing the 4 Types of Major Donor Prospects
Essentially there are 4 categories of major donor prospects in your donor database: The Generous – Those with financial capacity who give to your institution up to their capacity; The Contributors – Those with financial capacity who give to your institution but are not as generous as they could be; The Non-Engaged – Those with…
“Deep Human Connection”
Recently, at Duke University’s Commencement, technologist and philanthropist Melinda Gates stated to the assembled graduates: “Technology is just a tool. It’s a powerful tool, but it is just a tool. Deep human connection is very different. It’s not a tool. It’s not a means to an end. It is the end – the purpose and…
Why Donors Give: The Universal Truth
Here are a few cliches about why donors give: “Donors don’t give to meet your institution’s needs, they give to meet their own needs.” “Donors don’t give because you have needs, they give because you meet needs.” “Donors don’t give to institutions, they give through institutions.” “People give to people.” These cliches have become cliches…
What’s Important To Know
Millions of dollars are spent each year on professional development. People attend conferences, webinars, conventions, workshops, and buy books all in an attempt to become more knowledgeable and become more valuable employees. Learning matters. The more we know, the more effective we become. That’s easy enough to understand. But if we can all agree that…
The Slow Yes
Recently, I listened as a candidate for a director of development position at a major U.S. university answered a question about how he handles rejection. His response was a winner: “Yes, every development officer hears “no” from time to time and you have to have a plan for how to respond to a “no” response…
Buying Ugly Socks and Answering For Donors
Last week I sat in a major gift donor prospect management meeting with a client and listened as a gift officer said, “What we know from visits and our research is that John (the donor) has the capacity to make a $5 million gift during our campaign. But I just don’t think he will give…
Why Empathy Matters in Leadership
“A lack of planning on your part does not constitute an emergency on my part.” You’ve probably seen this sign on someone’s desk or door in your office. Perhaps someone even has muttered the words to you in a moment of frustration. Here’s the thing about this statement — everyone agrees with it. Everyone. If…
“A thought just occurred to me. . .”
A seasoned and effective development leader once told me, “never leave a visit – even a first visit – without asking for something.” His rationale was that the prospective donor understands your role and is expecting some sort of ask. If you don’t ask for something, you don’t appear to be doing your job. Over…