Giving is Good
If your goal is to engage others and do work of substance and consequence, utilize the “Essential A’s”: Aspirations – help others dream and establish the highest possible aspirations for your institution or program. It’s easy to get distracted and discouraged in the weeds of work (which is why some people choose to live there,…
When working with natural partners (such as presidents, other administrators, or faculty) and volunteers in major gifts, one of the most troublesome statements I can hear during major gift donor strategy sessions is, “They are going to do something.” Almost always, what this seemingly positive statement actually means is something akin to the following: “I…
Dear Gift Officer: Thank you for contacting me and asking for a first visit over coffee. I was honored to receive your call. And I especially was pleased that our schedules matched and we could meet on relatively short notice. When you arrived at the coffee shop, your warm smile and confident approach were appreciated….
When advancement leaders claim a desire for a stronger “culture of philanthropy,” what is typically meant is that they want a stronger “culture of giving.” They want more people to be more generous. From the Board, to advisory groups, to primary constituency groups, the idea is that more donors and more dollars are the best…
In the U.S. space industry the term “go fever,” refers to project teams making rushed decisions while “overlooking potential problems or mistakes.” The reasons that “go fever” can grip a team can range from budget pressures to individuals not wanting to be viewed as the person who slowed progress or questioned authority. This concept has…
One way to describe the organization of advancement shops is the point at which they sit along the “centralized – decentralized” continuum. “Centralized” shops are ones that provide advancement services to the institution they serve through one or several offices that report to one positional leader. These shops are typically recognized as a “division of…
As someone who is part of the advancement process for your institution, you are in the relationship-building business. To be successful you must work effectively and efficiently with and through others. At its core, the work is about people. And you probably employ a task-filled “to-do” list in an effort to organize yourself and your…
One organization I work with generates over $20 million per year from their direct mail campaigns. The purpose of their direct mail program is to increase gift income. Another client – a private higher education institution with about 1,600 students – welcomes back to campus approximately 1,000 alumni for homecoming each year. The purpose of…
Strangers usually won’t invest significantly with you or your mission. They don’t know you well enough to trust you. Friends, though, are much more apt to invest with you. They know you well, are invested in their relationship with you, and they believe in you and your mission. When institutions plan for ambitious campaigns or…
“I’m not at all comfortable – and I absolutely think we should do it!” This was a Board member’s immediate response to the Chair’s question: “Are we comfortable with Dr. McNeal’s campaign plan recommendations?” I was giving a presentation with recommendations to this Board and leadership team to assist them with their campaign planning. Without…