by Lari Hatley | Jul 22, 2020 | Best Business Practices, Building Relationships
If you’re in Development, you probably get a lot of pressure to focus on money. Bring it in NOW. Get the gifts. Make the asks!
A board member or even your Executive Director may push you to have events – lots of events. “They bring in the money. “ “They build the donor base.” And when donor retention is down, they blame you.
Okay, time to teach. Help the board, the administration, and the staff understand the difference in raising money and building support. It’s the difference in thinking short term and thinking long term.
Yes. There are times when you need the money NOW, and that’s usually because the organization has been thinking short term.
Here’s what I mean. You had a gala, a golf tournament, a 5K, and a peer-to-peer campaign. Your raised money. It looks good, but now you are on the hamster wheel. You’ll have to keep having LOTS of events, because you raised money, but you didn’t necessarily raise support. You may have bumped up the donor numbers, but are they committed? Do they know who you are, what you do and why, or did they just have fun, give because Aunt Suzie invited them, brother John asked and they gave, they don’t really know to what.
Let’s look at the best practices. Data does show one signature event is best – one that clearly shares your mission and has donors leaving delighted to be part of something so important. You have the best chance of gaining real support -people who give and give again, because it matters to them.
Best practice shows that taking time to build relationships has a greater long-term benefit. So, think long-term. You want support – long term support. You want people who are glad to be partners, who are with you because they care, because they know they are needed and appreciated. They are not giving to get a prize, or to get their name on a list or even a building. They are giving because your mission matters to them. They are giving because they know they are part of the mission’s success.
This is where long-term comes in. It means taking time to know what matters to your donors, sharing stories and data that matters to them. It means taking the time to call, to write the personal note, to send the picture that shows the result you know they care about. When it’s safe, it means making the visit, having coffee, having them come in to see what they care about.
It also means giving them the opportunity to share their skills and talents as well as their cash. Ask that Marketing Professional to give you feedback on your website. Ask the graphic designer to advise you on your branding. Ask the English teacher to proof your appeal. Ask that person who loves to entertain to host a small group gathering.
It feels good to give.It feels good to do good. It feels good to be noticed. It feels good to be recognized. It feels good to matter. And we all want to feel good.
by Lari Hatley | Jul 21, 2020 | Building Relationships
With the world so unsettled lately, I’ve been looking at my resume. I’m very goal oriented. Tell me you need $10. I’ll get you $20. Everywhere I’ve been, I exceeded monetary goals, doubled, or tripled the donor base, increased donor retention. The list of accomplishments goes on, but the truth is when folks asked me how I did it, I didn’t know.
I said I wrote out plans, managed moves, and had a portfolio of donors with individual plans, but to tell you the truth inside I felt like I was just lucky.
Well, finally I’m beginning to find the words for why things tended to work.
Yes, I did keep that dollar goal in mind – always, but my focus was on people and on the relationship they felt to the organization. That meant people first. Plans second. Metrics third.
I did meet with the folks who had given the most in the past; people, who had given the longest, and people, who clearly had a deep interest in our mission. And yes, I did research their giving potential, their profession, their giving history, and their other charitable giving, but what seemed to matter the most is that I just listened – whether we conversed by text or email, phone or in-person. When I listened, then I could honor who they were and what they cared about.
If they were passionate about our mission, I would tell them about the good they could make possible. When they cared, I made sure they heard about the lives they had changed, they good they had done. If they gave because they had a connection to staff, I told them how effective their friend was and how happy the friend was to know they were doing good together.
If they had other interests they cared about, I made sure to share opportunities to do the good that meant the most to them. If they weren’t interested in our mission, I knew they had other “good” to do, and let go.
So, all in all, I made sure our mission had diverse revenue streams, but kept in mind that the majority of charitable giving comes from individuals. While I wrote grants, approached businesses and corporations, I knew that people mattered most of all. People, who care, can do lots of good – especially when they know you care about them.
by Lari Hatley | Jul 12, 2020 | Aquiring and Retaining Donors, Best Business Practices, Building Relationships, Communication, The Ask
- Board members are absolutely key. Many grants will ask for a list of your board members. A number of grantors will ask about what percentage of the board financially supports your mission. They want the answer to be 100%. I always tell my board members, “If we don’t care enough about what we are doing to support it financially, why should anyone else?” It is important that they like and respect you. It is equally important that they all give at leadership levels – whatever that means for each person. (We have materials to help board members learn about their proper role in governance and giving.) Board members will ideally be people of influence. They should be respected by your community. They should be people that others turn to say, “What do you think?”
- Recruit at least three – five additional people to serve on a Development Committee. They will be in training to see if they are a good fit for future board members. They will serve as your right hands in hosting small events that introduce people to your organization and writing thank you notes. (Yes, it takes time to recruit and train them, but it will save you time in the long run.)
- Use social media. Assemble a team of On-line Ambassadors – folks who agree to like, comment, and share your social media outreach and who will link back to your website from their social media. It seems so simple but it moves you up in SEO and keeps you in the news feeds longer so you can reach more people. You can ask them to watch for posts from others where they can draw attention to your organization in the comments – like, “I know an organization that helps with this. Check out their website.”
- Now, you have a core group that will help you share your stories. You want ways to share the stories of lives changed. You need stories, and you need people to share the stories with. You need contact information, so you are able to share the stories. You will need names, addresses, phone numbers, e-mails and if possible the relationship to someone connected to the organization.)
- A sampling of ways to engage prospects:
a. Invite businesses that are interested in your mission or benefit from it to come for a tour or observe your organization in action Be sure to collect contact information from the attendees. Send emails or notes thanking them for coming. Add them to your newsletter and appeal lists.
b. Have Board members and Development Committee members host small coffees, where they invite 4-8 people they think may be interested in your mission. In addition to light refreshments, have a brief PowerPoint or video or talk outlining what is special about your program – include brief stories of lives changed. If you have collateral marketing material, hand it out. Be sure to collect contact information. Have committee members follow up with a phone call, asking attendees for feedback and if they would like to get involved in any way – such as volunteering or donating, and do they know anyone else, who might be interested.
You’ve collected contact information for prospective donors, now what?
a. Consider sending a newsletter two times per year. Share stories of lives changed with a focus on the role of donor support. Tell about a program expanded and the difference that made for a life. Include a donor profile in each newsletter. Telling the story of the donor and their words for why they give. Keep it personal. Lives saved. Understanding gained. Community improved.
b. Mail out an appeal with a response card and envelope to everyone in your data base in the spring and in the fall. Focus the appeal on the difference donors make in lives. You can do electronic appeals at the same time. Keep in mind that in-person asks get 64 times more gifts than either written or electronic asks. So make personal asks of potential larger donors.c.Enlist a well-respected board member to help you solicit the rest of the board.
c. Have your board members and development committee members divide up the names of donors and see that each donor is thanked in writing as quickly as possible – within 48 hours if possible. Call each donor who gives more than $250 the day the gift is received.
d. Once a year, have the Development Committee host a thank you gathering for all donors. Display pictures related to your mission. Have light refreshments. Consider having 3 very brief testimonials from people who understand the power of your work.
e. Have a Thank-a-thon where Board and Development Committee members use a script to call donors and thank them. Usually, they will leave a message.
f. Thank yous from people who benefitted or closely observed the benefit are particularly powerful.
by Lari Hatley | Jul 6, 2020 | Aquiring and Retaining Donors, Building Relationships
For my first position as a Director of Development, I was hired by a wonderful organization that had a tradition of hosting multiple events, including a gala and auction. So my first year, that’s what we did. We planned. We decorated. We hired a caterer. We scoured the town for sponsors and auction items. We found a band. You know the drill: lots of work hours. Lots of volunteer hours. Lots of stress. Lots of expense and a great return – at least it looked great until we subtracted costs, staff time, and relationship building activities left undone.
But for me the real insight came when I received a call from my daughter. She and her husband had attended their first charity ball. She knew I’d be proud. I could hear her excitement as she shared, “It was a Masquerade Ball.” She detailed their costumes. She listed all they had spent: this much for tickets, this much at the auction, and this much as a donation. It was a hefty total for young salaries. I was proud. I had raised a generous daughter.
Then I asked that important question, “What did you support?” The line went quiet. After an awkward pause. There was a rush of words: “It was an illness. Or children. Or animals.”
I can tell you. I saw the light.
The Masquerade Ball raised money. It did NOT raise support. My daughter and her husband would not “be there” for the organization. They didn’t know what the organization was.
Needless to say, our organization’s next event was different.
Here’s what we did:
- We kept the event mission focused.
- We kept it simple. We didn’t want the event to outshine the mission.
- All visuals were mission focused. The images told heart-moving stories.
- We had an emcee, who was warm, friendly and passionate about our cause.
- We had three people give brief, heart-felt testimonials about how donors changed lives.
- We had a brief, heart-felt ask focusing on the good donors would do.
- We gave attendees a chance to give.
That was it. Simple. Mission focused. Story led. Did it make a difference? We septupled the income and cut costs by 70%. Also we grew our donor base with 65% of the donors continuing to give for at least two years
When we followed up after the event 97% of the guests mentioned the mission in a positive light and had enjoyed the event, and staff was nowhere near as tired. Win. Win. Win.
by Lari Hatley | Jun 30, 2020 | Building Relationships, Communication
Not so many years ago, Stephen Covey was telling us to, “Seek First to Understand.” Today, many nonprofit experts are echoing that with Listen First.
There are good reasons for this excellent advice.
First, as you listen to your current donors whether it’s on the phone, video chatting or in person at a safe social distance, you learn what attracted them to your organization, what part of your mission touches their heart. Knowing what matters to them, you know what stories to share; you tell those things that reflect their interests. Let them know their investment is paying off in ways that are meaningful to them, and they will be more likely to keep investing.
Part of listening, too, is hearing what does NOT matter to them. It is knowing how they prefer to communicate and how often. Do they want texts, emails, phone calls, or visits? Are they following your social media? Do they want weekly updates or a letter twice a year? It’s knowing if they are moved by stories or by data. It’s knowing who they want to hear from. Do they want to hear from someone who directly benefitted, a favorite staff member, a board member or a senior administrator? Would they enjoy being on a committee, sharing their own expertise, becoming a volunteer or in healthier times, hosting a small gathering to thank fellow donors or introduce your mission to their friends. Store this information in your data base. So you honor their wishes and their interests later.
For prospective donors, listen for things you have in common. If you connect personally, they are more likely to take time to listen to your organization’s story. Pay attention for their interests. Your organization’s mission may not interest them. In that case, your time will have greater benefit for the organization spent with someone who is interested.
Of course, you may hear strong interest. Then how do you engage them? Listen to the language they use. Mirror it. If they talk about fairness, then describe ways your mission builds fairness. If they talk about kindness, share acts of kindness your mission engenders. Listen for their values, their beliefs and their trusted sources for information. Let those help frame your story as you share with them. Ask if you may get back in touch again later. When you return to the office note what you’ve learned in your data base, so you can continue to frame your communications in ways that recognize your shared values.
When it’s your turn to share, continue to focus on them. Make their interests central as you share the good your organization is working to accomplish. If you’re are visiting in person or video chatting, Watch their reactions. Watch body language and facial cues. If their eyes light up, continue in that vein. Ask for feedback. But, if their eyes are wandering, or they are glancing at their watch, or if you’re on the phone and there are long pauses or sighs or sounds that indicate they are ready to move on, wrap it up, and thank them for their time.
by Lari Hatley | Aug 25, 2019 | Aquiring and Retaining Donors, Building Relationships
House parties (also known as small cultivation events) all serve one purpose – to help your nonprofit find people who value the good you do.
You can do that in two ways:
- Introduce people to your mission and the difference the program makes – with the goal of finding people who want to help make this possible. (No “ASK” at this type of event.)
- Share stories of the good your donors make possible and invite guest to support the mission financially. (This event has an “ASK”, so be SURE people know they will be given an opportunity to make a donation. NEVER surprise guests with an “ask.”)
Both types of events are important. Both are about relationships. Both are avenues to greater support.
Decide which purpose suits you and the people you are inviting.
Twelve steps to successful House Parties:
- Think of something fun. It can be as simple as a cozy dinner or as elaborate as the incredible original play followed by an ask.
- Ask staff to supply speakers on confirmed date and time.
- Invite people who may be interested. The event can be as small as 3-4 couples, plus a couple of staff and the hosts, or as large as 50-75 people with four to five staff plus the hosts. Having half the people come that you invite is a good return, so invite more than you actually expect to come. To get eight guests, invite 16. To get 50 invite more than 100.
- Match guests and staff. When you have your RSVPs, look at the guest list and divide the guests, who likely have the greatest interest and capacity for giving, into groups. This is just on paper. The guests should not be aware of this. Match the guests with staff members based on interests, gender, age, status, etc. – people likely to feel comfortable with each other. For instance, a corporate CEO would be matched with the Executive Director. Again, this is behind the scenes work. Give each staff member their list. It will say something like,” Rachel, please make a point of greeting: John and Suzi Smith, Janice Jones, Phil and Maribel Johnson and Samuel Mitchell.”
- Have nametags.
- Greet guests as they come in. Have a host and a staff member greet everyone. Have staff assure that everyone receives a nametag and is directed to the activity.
- During the mingle time, have staff make a point of chatting with the guests on their list. This should feel organic not like staff checking folks off their list. Staff and hosts are listening to guests. Listening is key. Listen for why they came, what their interests are, what they already know about your nonprofit, what their passions are. Make mental notes, like Suzi Smith is a cancer survivor. She is also a musician. Samuel just returned from Italy. He goes every year and loves the art and the wine. Share your findings with your Development staff.
- After folks have a chance to mingle, call everyone together. Thank them for coming and tell them about your nonprofit. Staff gives a brief overview of mission (3-4 minutes).
- If you are introducing your nonprofit: Staff or someone who benefitted from your mission shares a heart-felt story of the life-changing difference your mission makes. (5- 7 minutes) Then have another share by a person in a different role. If the first speaker was a staff member, then this story is a participant. (5-7 minutes) Then staff wraps up: “We’d love to stay in touch. If you’d like to receive our newsletter or get more involved, please leave your contact information on one of the sheets. (Point them out. Have more than one place to sign up. So there is no line or waiting.) Then the host invites everyone to have more coffee, wine, cake – – –
- If you’re making an ASK: Follow the directions above, but have the final speaker be a staff person, who invites guest to make a gift to help make more happy endings. Have envelopes and pledge cards for each guest. Have staff pass them out or have them easily available. Have a place for guests to place pledges. Then have host invite guests to have more refreshment.
- After the party – If you’re introducing your nonprofit: The area Development person follows up with a call asking for feedback and asking if the guest would like to get involved in any way. the Development person will make next day calls thanking donors, and she will call all other guests within a week asking for feedback and seeing if they have any interest in further involvement.
- Stay in touch with guests, who express interest in your mission. Not everyone will have an interest and know that is okay. They will do good elsewhere.
