Each year, approximately 10% of your non-profit donor base will attrition naturally through death, moving, or just not giving any longer. Then you add lapsed donors on top of that natural attrition, and you are looking at an eroding donor list. Sound familiar?
In this article, I tackle the ever important question of “How to find new donors for your nonprofit?”
Here are some simple steps that you can take to combat this natural attrition and to begin adding new names to your donor list. These are the actual suggestions that I use with my very own clients.
1.) Conduct a fun exercise with your Board members such as a “Treasure Map” activity to help them to think of all those who they come into contact with in their networks i.e. people who they attend church with, volunteer on other Boards of Directors, friends, etc.
2.) Host a gathering or tour and have Board and staff bring those prospective donors to this event. This event should have a program that shares information about the organization and its mission, services, ways to get involved, and most importantly, a testimonial. Don’t forget to conduct follow-up with all those who attend these events to find out what they thought about the event and to determine further interest for engagement.
3.) Use social media as a way to find new donors. Consider having a presence on Facebook, LinkedIn, Twitter, etc. Don’t overwhelm yourself with having to manage and pay attention to too many networks at a time. Instead, be strategic, profile your ideal donor and then determine what networks that you are most likely to find them. Keep up to date on your competitor’s website and how they are managing their social media presence. Then promote, promote, promote and have your Board and staff act as “Social Media Ambassadors” sharing the page with friends, family, and other interested individuals. Keep content fresh, consider automating content with an automating app, and don’t forget to comment and interact with others. Keep content 80% of interest and 20% promotional.
4.) Take a look at similar organization’s annual reports, websites, and newsletters and compile a list of who is giving to them. Compile a prospective list of donors. Ask Board and staff if they happen to know anyone on these lists. If so, begin to cultivate them.
5.) Get the local voter or street records list, sometimes referred to as “Grand” lists and review this list with Board and staff based on property assessment, location, or other criteria that meet your ideal donor profile. From there pull together a prospective donor list and cultivate!
6.) Ask for referrals from your current donors. These donors already are giving to you and love you. So why not just ask them who else may they know who might be interested in becoming more involved in the organization.
7.) Be sure when you are doing outreach at events or speaking engagements to bring along a guest book so that interested attendees can sign up to receive more information. You have a captive, interested audience, so you want to be sure to get their names and contact information. Research them if possible, segment out those with greater interest and capacity for cultivation, and add all the other names to your mailing list.
8.) Identify new attendees to your organization’s fundraising events and create strategies that will take their transactional attendance to possible transformational engagement in your organization. One possible first step is to call those new attendees and find out what they thought about the event and if they see themselves getting more involved or interested in learning more.
9.) Capture interested website visitors with a website “pop-up” offering free information and resources. Send these folks a welcome and begin to send them relevant informational emails in cultivation. Ensure that your site is mobile-friendly as more and more folks are using their mobile devices to access content.
10.) And, of course, you can always rent and purchase mailing lists from a list broker.
So there you have ten steps that you can begin immediately taking to start to stem the tide of donor attrition by adding new names to your donor lists. These are the same steps that I use to help my clients build their donor lists. And, they work!
For a FREE half hour coaching session with me, email me now to schedule your complimentary time. Offer ends Friday, August 4.
You have just been offered a job as a Director of Development and now what?
Well, over the past twenty years, I have had my share of jobs and have started some fundraising offices within nonprofits as part of my consulting practice. As a result, I have gotten pretty good at figuring out what the first steps need to be when setting up your development office.
I am going to share with you some of these first steps on what to get started with immediately to make your first three months a success. These first three months are a particular time of “newness” that you can use to your advantage.
Step #1 – Get established on your working location and equipment. Ensure you set up your office area so that it will be conducive to your work style and habits and ensure that you have all of the hardware and software you need including training.
Step #2 – If you don’t have the required software, don’t skimp by using Excel. Start right out by determining what your current and future needs may be and begin to research and present options for a donor database/CRM system that will meet those needs. You cannot build a successful development program without this foundational component. It is the “brains” behind your program.
Step #3 – Begin conducting a development assessment of the past fundraising efforts of the organization.
Step #4 – To carry out this assessment and to get acclimated to the new organization, use this time to meet with
Key leadership staff
Board of Directors
Any past and/or current donors
Anyone else deemed important to the organization
Step #5 – Use the data that you obtain during this development assessment process to begin to put together a series of recommendations based on best practices that you can put into place during your tenure. Share these recommendations with key leadership and Board members to obtain approval and “buy-in.”
Step #6 – Begin to immerse yourself in the new organization’s programs and services.
Step #7 – Begin to craft a Case for Support if your organization does not already have one in place.
Step #8 – Determine the key projects that need attention in the immediate future and begin to manage them. Get a handle on your development calendar including your annual fund and grant application and reporting deadlines.
Step #9 – Begin to put into place some of the recommendations that you outlined after conducting your development assessment whether they focus on major gifts, planned giving, individual giving, direct mail, etc.
These are some easy and straightforward ways that you can get up to speed quickly and efficiently in your new role and have an immediate impact on your organization’s fund development program. Early wins=your success.
An important part of any fundraising campaign is how you plan on recognizing your donors at different giving levels. While donor recognition opportunities do not motivate all donors, the fact is that some are. And, you need to be prepared to offer this valuable tool to inspire the sights of your donors who are motivated by public forms of recognition. Different things motivate different donors. So, always begin by knowing your donor.
Below I share with you a step-by-step method to creating Donor Recognition Opportunities that will inspire your donors to set their sights higher. And, public recognition inspires all donors from big to small and for all kinds of fundraising campaigns, not just capital ones.
There are several important guidelines that one should consider first before actually coming up with the recognition opportunities.
First, it is important that you have several recognition opportunities available for your donors to select.
Second, the top-level gift should be larger than the largest gift projected during the fundraising campaign.
Third, the cumulative values of the donor recognition opportunities should add up to significantly greater than the overall fundraising goal.
And, lastly, the donor recognition opportunity should be two to three times the costs of construction, furnishings, or overall costs of the opportunity.
Once you have given these guidelines consideration, here is how you can establish your donor recognition opportunities step-by-step.
Step #1 – Invite key staff and volunteers to a Donor Recognition Planning Meeting and review your building plans or fundraising campaign outline.
Step #2 – Brainstorm all of the possible named gift opportunity “places” or “things” i.e. main lobby, flag pole, endowed department, scholarships, staff positions, etc. Think expansively and creatively remembering that nothing is off limits.
Step #3 – Write each possible brainstormed building place on a sticky note and put them on the wall in random order.
Step #4 – Look at your campaign gift range chart and determine how many gifts are needed at each level to reach your goal.
Step #5 – Determine the “Curb Appeal” gifts. These gifts are those that provide value for the opportunity and are not necessarily just based on gift size. For instance, a lobby will hold more “curb appeal” than say a large industrial kitchen located in the back of a facility hardly ever seen by the general public.
Step #6 – Match the top “Curb Appeal” gift with naming opportunity that is the largest on the list, etc.
Step #7 – Be sure to present this Donor Recognition Plan to the Board to ensure that they approve of your plans. Ensure that the Board votes to approve this plan. Don’t skip over this step! You need the Board’s support.
There are also other ways that you can recognize your donors. For instance, you can recognize mid-level to lower-level givers with a group plaque, listing in the print donor honor roll, or on the organization’s website. You may also choose to run brick and pavers or wall tile program. And, inevitably, you will recognize all of your donors at a post-campaign celebratory event.
One thing that you do need to ensure is that you are consistent with how you recognize your donors. Everyone needs to be treated equally regarding what his or her gift will afford in a named gift opportunity.
And, now the organization is ready to begin asking for gifts from donors using these different named gift opportunities as a way to motivate donors to step up their giving to the campaign.
Just this week, I was working with a client, and we were discussing Board member engagement in fund development. The assumption was, ho hum, “they just won’t participate.” It was then that I came across a blog article outlining all of the wonderful ways that you can engage your Board in fundraising. You know things like, make thank you calls, write notecards, etc., etc., etc.
To be honest, we have heard these over and over again. The reality is that even though you can talk about all the different ways that Board members can participate in the process of raising philanthropic dollars, it still doesn’t cause engagement.
So, my client and I stepped back and bit and talked about how some successful organizations ARE engaging their Boards in fundraising. And, what we noticed is that with very successful organizations, it all begins with how you recruit, screen, and bring on new Board members to your organization. And, here based on that evaluation are some simple steps that you can take to revolutionize your Board engagement.
Here is what I recommend:
As a fundraiser, become a member of the Board nominating or preferably governance committee, if not already a member. And, as an executive, advocate for your fundraiser’s participation on this important committee. It all starts here.
Develop a formally written and adopted Board recruitment process and procedure.
One you have identified an appropriate Board member candidate, schedule a screening interview. (Yes, a screening interview! Why would you not screen for one of the most important jobs in your organization?)
Send the prospective candidate information in advance i.e. things like your brochure, a list of volunteer opportunities, committee listings, relevant Board policies, etc., etc.
At the interview, first, review the process and purpose of the meeting i.e. “getting-to-know” each other interview.
Then review with the candidate the organization’s values, mission, and services seeking alignment. If the candidate does not align with those core elements of your organization’s identity that is a “red flag.”
Share with the candidate the major issues facing the organization both opportunities and challenges.
Share with the candidate the different ways that the organization uses volunteers i.e. committees, policies, meeting schedule, etc., etc.
Review skills, experiences, diversity, and network needs that the organization has identified. Discuss with the candidate which of these they desire using on behalf of the organization. Seek alignment.
Review Board member responsibilities and expectation, particularly around fund development seeking commitment to them
Close the meeting but don’t make any decisions yet.
Bring all of this information back to the nominating/governance committee to discuss and make recommendations. Remember the fundraiser must sit on this committee.
Once the candidate is voted on and accepted, bring them on and into an orientation process reviewing the organization’s values, mission, services, and goals. At this time, provide training on a “Culture of Philanthropy” and further reiterate the Board expectations around engagement in development.
Have all Board members sign a Board Member Contract agreeing to uphold this commitment regarding responsibilities and expectation and develop a Board Fund Development Expectation Form that the Board member must sign and date indicating how exactly what they explicitly commit to upholding. Email me for a sample Board Fund Development Expectation Form.
Board Chair reviews Board member’s performance throughout the year to ensure performance meets expectations and outlined contract. If the Board member’s performance does not meet expectations, the Board Chair MUST “thank and release” the Board member. Yes, this MUST happen for the whole process to maintain its credence. You must “thank and attrition” poor performers.
The key to Board engagement is truly about setting and managing Board member’s expectations BEFORE they even join your Board of Directors. This way, they know right up front what is expected of them as they perform their role. What I often hear from client’s Board members, is that “I had no idea that was what I was supposed to be doing.” So, out of fear of the unknown, Board members are hesitant about ever committing to fund development because the importance has never been relayed to them, training never provided, and the expectations never set.
So, while all these great articles can espouse how to engage your Board members in making telephone calls and writing note cards, you can’t even hope for them to begin to participate in your fundraising efforts if they are unsure of what you expect from them. This engagement all starts before they officially come onboard.
Follow the above recommended “How To’s” and watch your Board member engagement in fundraising and your organization soar!
One may think that there are only a limited number of donors to go around, but think again.
In my work, I assist small to mid-sized organizations in running their first capital campaigns. Many do not have established donor bases to tap into for an already existing pool of major donors. So, I assist. And, I am here to say that yes, you too can, even in your small nonprofit, develop a list of 25 or more possible major donors to your organization.
I am going to take you step by step on how to begin establishing that prospect list for your nonprofit organization and then share with you some next steps on how to prioritize that list.
Here are the steps you can take to develop your prospect master list:
Use informal organizational networks including organizational friends and family members i.e. Board members, staff, volunteers, etc. to identify prospects within their respective networks who have both wealth and affinity for the cause.
Ask your current donors when meeting with them if they know of anyone else who may support the cause.
Research prominent donors to other similar organizations who may be making small gifts to your organizations. It is helpful to obtain copies of their annual reports, newsletters, and even event programs to see the giving levels of the prospective donors. Annual reports may be found online or hard copy by request.
Research who has been attending your events. There are folks here who already know of your mission and may be willing to deepen their relationship with you.
Research others who live in your community who might give to you using voter, property (Grand), the local chamber of commerce, houses of worship, and other lists.
So now what do you do when you have all this information?
Here is what I recommend:
Cull through all these lists to create a Master List of prospects whom you think “make the cut” regarding any possibility of capacity, affinity, or connection.r
Let me define these for you.
Capacity – ability to give
Affinity – philanthropic to a similar cause or interest
Connection – involvement in your organization
Once you have this Master List developed then work with the fundraising/development committee, Board of Directors, or other volunteers (they should know folks in the community) to rate and rank each donor during a rating session to determine potential giving capacity, interest, and affinity.
And, from there you have a Master List of the top 20-25 prospective donors to your organization. Even the smallest of non-profit organizations should be able to come up with a Master List of at least 25 potential donors after following these steps.
What? That seems like something so mundane. Well, it may be, but it is so critical to fundraising.
Throughout my professional career, I have been victim to bad databases, and I have been asked to work with bad databases.
One thing is for sure, without an initial thought out structure, problems are inevitable. I often come into organizations that have no rhyme or reason as to what they call their Campaigns, Funds, and Approaches. You know, one year it is called Spring Appeal 2016, and the next it is labeled the Mother’s Day Appeal.
Consistency is key. I see so much inconsistency that why bother having a database, to begin with at all. The way names are entered i.e. Mr. and Mrs. Smith or Bob and Laura or even Robin and Smitty or Robin & Smitty.
It drives me mad.
Having a database procedural manual developed with consistent data entry standards specified is critical. How do you pass this institutional information along when staff transition or do you? Do you let them sink or swim?
Hey, garbage in is only garbage out.
The most important thing is the question of who has access to this database? Who does the main gift entry? Moreover, I pray that your answer is a development staff person. Please, do not say that it is a member of the finance department, or even worse, a volunteer or an intern.
Provide those using the database with training in the software itself and budget for it every year. Moreover, don’t think that a cost saving is ignoring software updates and the resulting costs.
I cannot stress enough how important the database is to your fundraising efforts. It will allow you to be donor-centered in your work regarding recognizing donors and their giving the exact way that they want to be recognized. It lets you accurately report on giving and make comparisons that will affect the future of your fundraising efforts, and it will allow you to become more strategic in your endeavors through segmentation and greater personalization.In all of my career if I had to answer the question of “What impacts the success of fundraising THE most, besides the Board, of course,” I would have to answer, the database.
Moreover, folks EXCEL is not a database; it is a spreadsheet tool used by those in the finance department. Please don’t say that you cannot afford a database. Some great databases are available for a very fair and affordable price.
Pay close attention to your database – this is the brain behind your efforts.
Best practices. We hear that phrase often. This week, I even read a question asking if “best practices were misleading?”
Are we throwing that phrase around to legitimize our field? Our do we have best practices and what are they?
Well, I contend that the only true best practice is one that is grounded in research. Those are harder to find that than the other so-called “best practices.”
While studying for my Masters Degree in Philanthropy and Fund Development, I learned that philanthropic research has many gaps. However, there are people now making a study of philanthropy and conducting research. Folks like Adrian Sargeant and Jen Shang. More research is needed in our field to support our work.
I can tell you that when research is grounded in actual studies, it works. Eye motion studies, philanthropic psychology, etc., etc.
Recently, I have been working on many appeal letters. And, each time I craft one for the client, I get pushback. Why do you indent paragraphs? Why do you repeat yourself often? Why is there bold and underline? Do we need to include a P.S.? And, can’t the letter just fit on one page? Must we send more than one appeal?
Pushback that is unfounded. And, I push back with research. When the client allows me to use those best practices, the results speak for themselves.
When those results speak for themselves, it is magic. Campaigns get funded, new projects begin, and donors have the opportunity to make a greater impact.
We forget that the fact (and it is a fact) that we are not beggars. Donors want to give. And, to give, they must be asked. Asked in a way that moves them to feel connected to their core beliefs through your organization’s mission.
Know the difference between unfounded best practices and best practices backed by scientific research. Read blogs, stay current with trends, and keep furthering your informal and formal education. When you do, and you practice it, your results will show all the difference.
Fund development does have a researched body of knowledge. Don’t allow anyone to convince you that it does not.
This weekend I took a little vacation of sorts. I ran a marathon. The Marine Corps Marathon in Washington, DC. Running a marathon is exhausting, but also, reflective. For you see, you run for 26 miles. That is a long time on your feet – sometimes, three, four, five, six, or even more hours.
Over the course over the weekend, there were approximately 3,000 marines – some of our countries finest armed service men and women. And, as I reflected on my experience, I was reminded of how important it is to take care of our donors. You see, the Marines took care of me while I was running.
They were there to welcome me when I arrived – how often do we welcome donors for their first gifts to us or even their second or third?
They directed me through the maze of marathon logistics – how often do we try to make our experience of being a donor easy for our donors? Do we point them in the right direction? Do we connect them with aspects of the charity that they care deeply?
And, then when I was running, those Marines were out there cheering me on as if I were the hero – how often do we cheer on our donors in their act of giving? How often do we make them feel like the superheroes that they are?
When the going got tough, they were there for me, telling me that I could do – when things get tough for our donors, are we still behind them cheering for them? Perhaps they can’t give us as much, do we abandon them as people? Or do we still treat them the same, cultivating the relationship?
And, at the end of it all – they placed the medal on me and made me feel accomplished – “Congratulations, Maam” – do we treat our donors like they are the real heroes, even though we are doing the actual work?
Interesting questions. I was awed and inspired by this display of honor at the marathon. The Marine’s know how to put on a good race. And, they also know a lot more about how to treat people. There are lessons learned here on how we should go about treating our donors.
Giving is MORE like a marathon than a sprint. It is about cultivating relationships with our donors over weeks, months, years – just like a marathon is about training for days, weeks, months, and years.
So, go out and run the race. And, even though it is your organization that is doing the hard work, take some lessons from the Marines and treat your donors like the superheroes that they are. After all, the Marines are making this sacrifice for our country, just as our donors are making another kind of sacrifice for our organizations.
So, here it is. I am laying this question and answer right out on the line. Especially now that we are coming to the year-end giving season.
I am asked time and time again, “Didn’t we just mail to them, won’t we be bothering them?”
No, no, and no. You can never ask enough.
Yes, Virginia, you can ask multiple times
Let’s face it. The decision isn’t ours to make. It isn’t. It is the donor’s decision to make. Only they are going to tell you, how much is too much. In most cases, if you are only asking once or twice a year, aren’t you telling them that you don’t need the donations to make a go of it? Donors aren’t naive. They know that you are a non-profit, and they know that you need donations to run your organization. Why do we believe that we must lightly tread when it comes to asking?
Donors are busy people. Just because they didn’t respond to your initial mailing, doesn’t mean that they don’t want to give to support you. In major gift work, if we don’t get the gift right away during our meeting – and in most cases, we don’t – we explore with the donor the reason for hesitation. Was it the program we were asking for a contribution? Was it the ask amount itself? Was it the timing of the ask? Why do we think that this is any different for the number of times we should mail to a donor? Perhaps the reason that they didn’t respond to your initial mailing is that it wasn’t an ask for the right project or the right amount, or it wasn’t the right timing. Maybe they had a big bill just come in that they needed to tend to or perhaps they were on vacation when the letter arrived in your mailbox. But, we won’t know this if we only mail to them once and then assume the donor will never give again.
And, I often hear clients question whether or not they should include a reply envelope in their newsletter because they just sent out an “ask.” Of course, you put an envelope in your newsletter. This envelope is a “soft” ask. Donors may feel so inspired to give after reading about your good works in your newsletter that they may want to give to support your work. How else will you capture this? And, a “soft” ask is exactly that, “soft.” We are not commanding, directing, or cajoling a donor into giving. If they choose to give using this method, then it is their choice.
Case in point, I asked a client to send out a second direct mail ask to follow up on all those who did not give to the first. And, lo and behold, the response has been tremendous. So enormous, in fact, that the client wrote back and said, “The results have been pretty unbelievable for us, believe me!
I once had a phrase that I would use quite often, “You must A S K to G E T!” And, that is true.
As we move forward into the upcoming holiday giving season, think about your strategy. You will be competing with every other nonprofit group who is sending out their calendar year-end direct mail piece at the same time. The competition will be stiff. How are you going to stand out? How are you going to assure that your donors will read your letter among all of the other letters? And, what is your strategy for follow-up? Will you ask more than once? What forms will that “ask” take? How will you leverage the December 31 tax deadline as an incentive to give?
I know one thing is for sure, this calendar year-end, if you only ask once, you are doing your donors an injustice. They want to give, and they want to give to you. But, your ask must be heard and, that it is the right ask, for the right project, at the right time.
Now, craft a plan that includes multiple year-end asks!
Development professionals probably have one of the most demanding jobs in an organization. There are so many expectations, and the work is full of deadlines that need we need to meet.
We work long hours on grant proposals, travel across the country to visit donors, and need to prepare budgets and outcomes for board reports and donor communication publications.
Just recently, I overheard a development professional say, “I don’t have time for that!”
My ears perked up. I turned around, and thought, when have we ever become too busy to stop and immerse ourselves in the mission of our work?
This type of behavior is unacceptable. Organizations have a right to dismiss those who are just “too busy” to engage themselves in their core work. The fundraiser should – no must – be the first one at the table saying, “I will be there” or “how can I help?”
We, as development professionals, raise money to fund our mission, and we can never say that we are too busy to immerse ourselves in what it is that we support through our organizations. We should embrace and relish these opportunities as moments that we connect with the soul of our institutions and better equip ourselves to represent our organizations to our donors.
It is our work. We can’t say we don’t have enough time, or we have too much to do. We can’t even THINK that.
In saying that we are acknowledging that we are too busy for those that we serve and for the work that we are doing. How can we do that work right, if we can’t make time for it and those we serve including best representing our work to the donors that we serve.
If there is anyone in an organization that should live, breathe, and exhale the mission, it is the fundraiser.
If you are too busy, perhaps you don’t belong at your “job” because that is probably all that it is. Non-profit work is a vocation. We are responsible for other’s lives and well-being. This type of work is not just simply a “job.” Without us, our clients and participants would not have the services and level of care that they do.
Shame on you, shame on us – that we have ever become that busy.
Let’s cut to the chase. I know, and you know that one of the biggest things that stop us from being effective in our fundraising is fear. Good old, heart pumping, nail biting, fear.
Recently, I had a conversation with some folks, and I asked them the question, “what is your number one concern around fundraising?” And, time and time again, folks responded, “fear of being rejected.”
Let’s face it; we just don’t like being told no. And, while no may not be personal, it sure feels that way, right?
So, then I have had to ask, are we projecting onto our donors and making assumptions about how they will respond? Meaning, are we projecting our fear of rejection onto them. I am sure that we have all thought at some point, “Oh he won’t give anything to support us, so why even ask in the first place.” Are we projecting our thoughts, fears, and assumptions on a donor, so that we won’t have to attempt to ask or even just develop a relationship with him or her?
There once was a very insightful book I read. It was Don Miguel Ruiz’s The Four Agreements. He spends a whole chapter on “Making Assumptions.” Here is a quote that I think will help you in your work with donors:
“The biggest assumption (in my opinion) is that we assume everyone sees the world and each circumstance the way WE do. We assume they think, feel, and even judge the way we do. This assumption sparks our internal fear of being ourselves around others we think they will judge, victimize or blame us; just as we do to ourselves. So before someone has the opportunity to accept or reject us, we have already rejected ourselves. The way to keep from making assumptions is to ask questions.”
I urge you to take a look at your fears before embarking on major gift work. Are you fearful of rejection personally? And, how is that fear allowing you to make assumptions for donors, just so that you won’t suffer the slings and arrows of rejection in the asking?
This question that I pose is a tough question to think about, but I am asking you to dig deep, not for me, for you, or even for your organization, but for all those in need that you can help by clearing away your fears and your assumptions.
“I never have enough money!” “Money goes out faster than it comes in!” “Money doesn’t grow on trees!”
How often have we heard these phrases growing up? Well, if you were like me, probably a lot. As a child, these were the messages that I subconsciously learned about money, and they helped to develop my now adult relationship with it.
Just this week, I led a workshop on asking for money. As part of the icebreaker exercise, I asked attendees to share with me some of their greatest fears about fundraising. And, fear after fear centered around scarcity. In fact, many participants commented that they grew up hearing the very same phrases above.
Stop and think about what you believe about money. Are your beliefs limiting you in your work? Do you have a scarcity mindset?
Have you ever found yourself saying these types of things?
“There are only so many donors to go around!” “Donors only have so much money to give!” “We already asked our donors once this year; we can’t ask again!”
Are we placing our beliefs on our donors? Are we making assumptions for our donors? Are we self-sabotaging our work? Are we limiting our role in the work that we do? Are we focusing our efforts and time on things such as events that will take us out of the context of asking?
To be truly effective fundraisers, we all need to dig deep and look at our views and those beliefs of scarcity that may be holding you back. Are they self-limiting and if so how can you work to create an abundance mindset? We don’t want scarcity from preventing our life-changing work from happening both for our donors and for our missions. So, it is critical that you identify your mindset and work to change it. Major gifts start with you. Get that part of the relationship right first.
Break the scarcity mindset before you ask for a major gift.