By Joyce Penland, CFRE

Over the course of my time in fundraising, I’ve been told that it’s important in times of chaos and confusion not to bury one’s head in the sand, not to head towards the bunker and not to envelope oneself or one’s organization in a “cone of silence.” Instead, I’m told, “In times of confusion and chaos, good leaders communicate more.”

We have recently witnessed several organizations that are going through substantive change and leaving their staff members, their boards, and their donors in the dark.

Whether there’s a change in the Development Director’s position, a new strategic planning process being conducted, or the launch of a campaign, savvy leaders must keep their stakeholders informed so that the organization can maintain balance and good health. Providing timely updates and letting staff and others ask questions, helps to alleviate anxiety and build trust in the leader’s ability to manage change. A leader’s calm demeanor and assertive style doesn’t hurt either.

Spark Productivity author Sue Becker says that when dealing with chaotic, changing times in the workplace, effective leaders can rely on these strategies:

•Communication – actively provide inclusive, honest, timely communication; be specific and minimize information overload; provide effective feedback; immediately and directly address personnel issues while listening to any underlying reasons for the problem. 

•Attitude – demonstrate a dedicated and positive attitude; encourage needed changes by sharing the vision rather than making threats; center yourself as chaos arises and mitigate immediately.

•Empowerment– encourage decision making and allow others to demonstrate their abilities; provide support; enable each other to build trust and loyalty.

•Stress – encourage breaks; provide clear and realistic priorities; avoid distractive environments; do not require immediate responses to emails so that the frequency of interrupting one’s focus to check emails can be reduced.

We at Lee+ Associates welcome your feedback on how your organization helps alleviate and manage stress in your office.

By Karen Kegg

Batman and Robin, Butch Cassidy and the Sundance Kid, Bert and Ernie.  These are some of the dynamic duos in pop culture who epitomize a partnership in which each one brings a unique skill to the table to accomplish a goal.  It’s a “dynamic duo”–just like a Development Director and Executive Director of a nonprofit organization.

Many of the clients we work with have wonderful Executive Directors who are passionate about their organizations and their missions. They are eager and willing to give donors an opportunity to contribute to their causes and find pleasure in seeing others delight in their gifts.  However, many Executive Directors are not as confident in asking donors for money and are reluctant to do so.  They, in turn, rely solely on their Development Directors to do most of the asking.  I believe that this is a missed opportunity for those nonprofits and causes great frustration for Development Directors.  I believe success happens when the Executive Director and the Development Director become a “dynamic duo” and work together as a team.

How one nonprofit makes it work

So, I decided to go out and chat with my friend Russell Smith, who has been the Executive Director for the Austin Child Guidance Center (ACGC) for six years to see how he and his Development Director work together in fundraising.  Russell is a self-professed introvert (I beg to differ) and feels more comfortable with the administration of the organization, grant writing, and laying out his vision to the Board and staff, with the help of his program staff to guide him.  The Director of Development, Renee Hanson, has worked with Russell for five years at Austin Child Guidance Center and they have become comfortable with their roles.  Although ACGC is currently building its major gift program, Renee and Russell have been establishing strong relationships with their current donors and event attendees.  Renee is the backbone of the development office and is instrumental in getting the word out about its mission.

Here are some of the questions I asked Russell to find out why he and Renee are a dynamic duo:

How do you like to be “coached” or guided by the Director of Development?  

Renee and I have worked together now for five years.  We like having a strategy session before a donor meeting and talking through how the person is connected to us and where they want to be connected.  We want to know what this person is interested in, how we can meet his or her needs.  So, a lot of the preparation is the strategy and how we’ve connected the individual and how we move them in the future.  We’re putting a prospect management plan in place and are now looking at how prospective major gift donors have been involved with us both financially and not financially.  We’re finding those folks that may not be champions and supporters already, but may be interested in children’s mental health.  Neither one of us has a strong background in major gifts, but we are working together to build a major gifts program.

Do you like to visit prospects solo or have Renee with you? Does it depend on the donor? 

So far it’s been generally both of us together.  We want to expand so that we can each have our own portfolio of donors.  Maybe narrow those lists down and the ED have the top tier.

What challenges do Executive Directors face when working with Development (as opposed to other departments within the nonprofit?)  

Development is the most outward-looking part of my job.  I’m by nature an introvert and it’s nice to have a Development Director who is an extrovert.  My comfort level is crafting grant proposals and doing things behind the scenes.  We complement each other’s skills sets.  We draw energy from each other’s expertise.

What can Development Directors do to prepare Executive Directors who don’t like to make fundraising calls?  How can Development Director’s make the experience more enjoyable and/or comfortable? 

Renee lays the general groundwork with the people we are going to talk to and the community.  What she and her team have done really well is to build the community’s knowledge of us and build the pool and then from there figuring out who has the means and the interest to become a donor and then a major donor.  She has connected with people and builds those people’s journey with ACGC.

What expectations does the Director of Development have for the Executive Director? 

I think laying out the strategy. When we work together on grant proposals, she is more of the narrative and I’m the budget and numbers person.  A lot of what we do balances that.  For individual proposals, we talk through strategy and process and then we are in a place where she can make asks, but there will be a time when I’ll make the bigger asks.  We will do this enough and be able do it separately and also bring in board members.  Renee has the relationships with our corporate donors and she sets those meetings, makes the “asks” on her own, and guides the stewardship strategy.

I do enjoy connecting people to what we do and give them the opportunity to help.  Renee is relentless is getting the mission and the word to the broader community and she is very connected.  She is passionate about the ACGC and the work we do here.  In addition, we have an ongoing relationship with each other and that helps!

Working together going forward

How do YOUR organization’s Executive Director and Development Director work together?  Fundraising best practices indicate that 20 percent of an Executive Director’s time should be dedicated to fundraising.  Therefore, it is essential that the Director of Development manages the ED’s time efficiently to make the most of his or her time with a donor, whether it is cultivation, a solicitation or stewardship.

Trusting the expertise of your Director of Development and the knowledge they have in the process will allow the Executive Director to gain confidence in the art and science of Development and to be successful!

By Marion Lee, CFRE

The foundation world is changing.  In 2016, across the state, we saw changes in staff and board leadership and shifts in areas of interest and focus in private, community and corporate foundations.  In addition, we heard from foundations about the sometimes bad behavior that nonprofits display in seeking grants. Laying the “foundation” For the purposes of this discussion, we are looking at three different types of foundations: private, community and corporate entities. Private/Corporate foundations are 501(c)(3) organizations usually set up by individuals or families for philanthropic or estate planning purposes.  Approximately 60% of the private foundations in the United States have less than $10 million in assets.  Private and Corporate foundations control slightly more than $650 billion in assets and accounted for a cumulative 18% of the charitable giving last year. Community foundations are the odd entity in that they are considered public charities and private foundation rules do not apply to them. Under IRS regulations, private and corporate foundations are required to give away 5% of the fair market value of their assets.  Assets include: cash, stocks and bonds, land, and any other assets.   Foundations that give more than 5% per year over several years can have one or two years exempt from the 5% rule. Private and Corporate foundations are generally created with broad charitable areas of interest and must make their grants to 501 (c)(3) public organizations.  IRS regulations for private and corporate foundations are different than those affecting public charities. Building a foundation relationship Before approaching foundations for support, it is important to examine your organization dispassionately.  Look at the structure of the board and staff and keenly review your mission, programs and financial reporting.  Ask yourself:

• Does our organization’s structure reflect the community we serve? Do we have financial statements that are correct and present an accurate picture of the organization?
• Are we practicing our mission in our programs and services?

In discussions with your program staff and other key administrative staff, develop a list of needs, ranging from program support to equipment.  Make sure that you also find out timelines and budgets that are accurate for each of the identified needs. Finally, in conjunction with your  Executive Director and other key staff, prioritize the list so that you can create a timeline for funding. Tools you will need Most foundations require basic information on each nonprofit applicant as part of their application process.  To make your life much smoother, it is best to develop a folder with key information about your organization. You can use this repeatedly with only a few items that require regular updating.  These tools include:

• A copy of your IRS statement granting your 501 status
• A current list of board members (sometimes with their titles)
• A list of staff members and their titles
• A copy of your most recent financials
• A copy of your mission statement
• The % of board members who have made gifts to your organization this fiscal year
• Budget for your projects
• Your case for giving (if you have not written one, it should be first on your list)

Good grant writers and Development Directors know that half the work of achieving foundation funding is investing in good research into a foundation’s giving history, organizational culture, processes and application guidelines.  If they conduct information sessions, by all means, attend.  It is not unusual for a foundation to change its processes and/or deadlines, so best be safe than sorry.  And, your participation demonstrates that you are willing to invest in their process. This research should culminate in the creation of what is commonly known as a Grant Calendar.  A Grant Calendar includes: the formal name of the foundation, contact information, application deadlines, areas of interest (the real ones), trustees’ names, grant managers’ names, the application process in brief and the web site address. Most of us keep this information in multiple locations, but let us assure you, having this data in one place, be it a table or Excel file, will help to ensure that you do not miss deadlines or submit incorrect information. Cultivating and stewarding foundations Once you have identified strong potential funders for your mission, make a phone call.  Talk to a grant manager or someone who can confirm basic information. Make your conversation brief and to the point.  Your goal is to introduce yourself, let them know who you represent and ask if the basic information on the web is correct.  Ask if the foundation has specific areas of interest and, if invited, tell them about the program that you are considering asking them to fund.  Make notes on your conversation and keep them in your files. If you receive funding, make sure that you complete your reports on time with the back-up detail that is requested.  And, above all say “thank you.”  Many organizations that receive foundation grants, fail to express their thanks.  There is a strong attitude currently in our community that foundations “owe” us their gifts and that it is just a part of their jobs. Foundations exist to do good, to do no harm, and to help you make your mission real for the people you serve.  Your job is to be gracious at all times, to demonstrate good professional behavior, and to maintain integrity and strong ethics. Oh No–You Didn’t! We talked with several foundation friends in Central and South Texas and learned that they had experienced some negative behaviors from nonprofits in 2016.  You may recall one of our presentations called, “Oh No–You Didn’t.”  It details some of the classic mistakes by nonprofits  when dealing with individual donors.  Created by Mike Bacon and a very kind and generous community philanthropist, this presentation is funny, but sadly indicative of some of the behaviors we see daily. Given what we heard this year, here’s an “Oh No–You Didn’t” version for Foundations:

• Informing Foundation staff that their deadline is “inconvenient”
• Informing the Foundation staff that their application is “stupid” and “takes too much time”
• Informing the Foundation staff that they are “nosy” and that “some of this information is none of their business”
• Making Foundation staff chase you for a progress report
• Posting on Facebook that the Foundation turned you down, how unfair that was, and-owning that it was because the application was late, did not have financials or some other attachment. And, then asking for sympathy because you might lose your job because the grant wasn’t funded
• Yelling at, crying to, and cussing out a Foundation staff member because you did not receive funding
• Using restricted funding for other purposes and then asking the Foundation to re-fund the program

Fundraising is an art and a science.  The art aspect of foundation work comes in the building of relationships and earning trust while the science lies in the research that will build a solid base of support for your organization for years to come.

Marion Lee and her team at Lee+ Associates are revealing the firm’s new name.

In announcing the firm’s new name, Lee reiterated that the firm’s passion and commitment to serving nonprofits remains solid.  “The strong foundation begun in 2000 when Mike Bacon and I formed Bacon Lee & Associates continues to this day.  Alexis De Sela, Joyce Penland, Karen Kegg, Amy Phipps, Priscilla Cortez, Shannon Kingman, Rhonda Serna, Barbara Marrou and I remain committed to strengthening nonprofits and helping our clients throughout our state.”

The name and logo change have come about after Bacon left the firm in August 2015 to become Vice President for Alumni Relations and Development at Trinity University.  Lee said, “The new name and logo are part of an integrated promotion of our brand, our materials, and our website, and reflects that the team and I are focused on the future.”

Lee+ Associates is one of the region’s largest nonprofit consulting firms, and offers expertise in capital campaigns, annual campaigns, major giving, board training, development assessments, strategic planning, operational assessments, human capital management strategies, job searches for nonprofit executive and management positions, and capacity building strategies for the small nonprofit.

“We’re now in our 17^th year and I’m very proud of the work we’ve done helping our clients raise funds for a variety of causes.  Our clients provide food and shelter for needy families, build schools and libraries, supply safe haven for animals, create new arts and cultural centers, provide scholarships for worthy students, and help to cure diseases,” she said.

The firm’s COO and new business partner, Alexis De Sela said, “Our associates and administrative team have strengthened our ability to serve our clients, and we all are dedicated to helping nonprofit organizations achieve their goals.”

Lee+ Associates recently surpassed a major milestone helping nonprofits raise more than $305 million for causes in San Antonio, Austin, Corpus Christi, and the Texas Hill Country and beyond.

John Willome of Good Samaritan Center in Fredericksburg, for whom the firm has conducted several board and staff retreats, said of Lee+ Associates, “The debt we owe you for what you’ve done for us for nearly 15 years is too great to pay in any way, so I’m left with the humbled path of simply saying thank you for giving yourself so freely in a way that ultimately blesses thousands of people who live in our service area.”

By Joyce Penland, CFRE

As we mark the fourth quarter of the year—typically the most charitable time of the year—we’re reminded that thanking is an essential element of the “giving circle” of cultivating, asking, and stewarding our donors.  We would argue that the “thanking” portion of the giving circle is the MOST important part of successful fundraising.

Thanking, appreciating, and genuinely recognizing donors for their gifts is vitally important to our work and is one of the ways the organizations we represent can excel and set themselves apart from every other nonprofit.

Let’s reflect on a moment when YOU felt sincerely thanked and appreciated for a gift you made to a nonprofit.  What gesture, what action that the organization took made you feel you truly made a difference?

I polled my colleagues here at Lee + Associates, a group of fundraising experts who have been in the asking and thanking business for a long time, and asked them about a time they most felt appreciated.  Here are their responses.

Marion Lee – From my San Antonio Area Foundation days, nonprofit organizations would give us plaques, handprints from children, photos and awards to express their thanks.  All of them were wonderful and many of them were creative, but nothing surpassed a simple, handwritten letter we received at Thanksgiving.  It came from John Karger, Last Chance Forever, Bird of Prey Conservancy.  He took the time to thank the staff and the board of directors by name and he also thanked my board chair and specifically thanked the board team, again, by name, who were present at the grant ceremony.  In five years of giving away millions of dollars to nonprofit organizations, very few nonprofit staff and board members ever remembered our names.  The letter made such an impression that it was kept in my office on a little stand and sometimes I would find staff members reading it.  It meant a lot to us.

Alexis De Sela – I appreciate it when I receive a timely response that states the amount and how the donation was used. Letters or notes signed with an actual signature and a “thank you” written to the side is also appealing to me.  I don’t personally look for an elaborate thanks, but the timeliness and having all the necessary information for IRS purposes is important to me.

Amy Phipps – I feel most thanked when the acknowledgement comes quickly and is personalized.  I know that they have received my donation and that it is immediately being put to use.  A handwritten note, even brief, is always appreciated because of the personal connection I feel to the organizations I give to.  Merced Housing does a great job with this.  A small note card with a color photograph of one of their clients appears in the mail very soon after my donation has gone off, and it contains all the necessary IRS language along with a personal note from the Executive Director.  I feel connected to the clients whose lives are being improved by Merced’s work, and I gain a better understanding of how my donation is part of that.

Karen Kegg – I worked on my son, Steve’s, school’s carnival committee and also worked on the school’s directory at the same time.  The PTA executive board sent out a thank you letter and all personally signed it for my efforts.  I appreciated it!

Shannon Kingman – For some years now, I have supported an organization that protects the poor from violence in the developing world.  Several years into supporting the organization, I received a beautifully framed photograph as a thank you gift.  In the photograph are several clients served by this wonderful organization.  I greatly appreciated the gesture of thanks; the framed photograph is a beautiful reminder of the organization and its mission.

Joyce Penland – A few years ago made a modest gift to a local cancer treatment facility and a few days later received a voicemail message on my home answering machine.  A volunteer had left a simple message saying “Your gift is helping to save lives.”  That really moved me.  I don’t think I had ever received such a simple, heartfelt message…and coming from an unpaid volunteer made it even nicer.

In conclusion,  a thoughtful, timely and personal approach works best when thanking your donors and volunteers.  Showing sincere appreciation can ensure that your nonprofit “rises to the top” when donors consider renewing their support to your organization.

By Marion Lee, CFRE

Now that we have been through several cycles of annual giving days for nonprofits throughout the U.S., we want to take a closer look at the impact of these special drives and examine whether they are here to stay.

As savvy development officers know, the purpose of such community-wide giving challenges is to increase public awareness of local nonprofit organizations, expand donors’ opportunities to give online to causes that mean the most to them, and potentially boost the outcome of the day’s efforts by qualifying for matching monies and prizes.

In 2016, “Big Give S.A.” raised more than $4.3 million for 1,054 nonprofits throughout the region from 40,400 gifts. Problems with a website, which crashed early in giving drive, forced organizers to extend the Big Give an additional 10 hours the following day. Organizers said the software glitch impacted 80 cities throughout the country. As a result of the glitch and ensuing problems by donors in making gifts to their organizations, the 2016 total virtually tied 2015 results, down from a goal of $6 million.

Some nonprofits, however, enjoyed success in their one-day efforts. One of Lee + Associates clients, Tarleton State University, held its first annual Day of Giving on April 5, and donors supported 139 university and student programs with gifts totaling $141,756. Another goal achieved was exceeding 1899 donors, marking the University’s founding year.

Organizations that plan and implement a Day of Giving are crafting a fundraising program that is focused on a central theme that is culturally sensitive and appealing to the prospective donor base. It is very personal. They can be effective in small communities and are quite effective within higher education.

Kyle McGregor, Vice President of Advancement & External Relations, said broad based support across campus boosted Tarleton’s results. “While the object of the day was to involve as many participants in giving as possible to “pay it forward” for our students, we anticipate that the Day of Giving will result in more than $100,000 to support the university and scholarships.”

The critical turning point for a Day of Giving, and other programs such as Big Give or Amplify Austin, is determining where these special drives fall in your annual giving program. It is not a one time –catch all – hit the big bonanza moment. These fund drives must be part of a well-crafted strategy of raising annual operating funds (annual fund) that includes staff, board members, donors and prospective donors in a series of direct mail approaches, events (not a lot of these!) some foundation requests, phonathons and other creative outreach ideas to bring in new donors and to encourage current donors to increase or diversify their giving. No one aspect of your giving program should carry so much weight that the organization is harmed if it does not go as predicted. Events are subject to weather, Big Give suffered a set-back with technology, and one organization’s direct mail piece got caught in a flood of other mail and did not get delivered to the target market for almost a month!

In a recent poll of nonprofits in Central and South Texas who participated in the Big Give or Amplify Austin, we found 35% of the organizations we interviewed placed too much weight on the outcome of the drive. In these cases, they were anticipating 50% or more of their revenue to come from this community-wide special drive. For approximately one third of this group, their goal was realized and they are very happy with the outcome. For the rest, the outcome ranged from “disappointing” to “devastating.” They also stated that they invested considerable time and energy setting-up events to engage donors and constituents and had less than 28% participation by board in giving and in supporting the drive as volunteers. When asked about the diversity of their annual fundraising strategy or if they had a back-up plan in place, the majority did not have healthy diversification in their overall development plan nor did they have a back-up plan to sustain the organization that late in the giving cycle.

Given the response to our inquiries, we do believe that special drives are here to stay particularly for new or small to moderate budget sized non-profits. When used correctly, they are excellent strategies for engaging volunteers, encouraging board members to help in the fundraising process, bring in new donors and raising an organization’s profile. That said, as organizations mature, we recommend that they begin to transition to Days of Giving and other diversified forms of fundraising that are tailored to fit their constituents and reflect their culture. These are truly focused giving strategies that teach philanthropy.

By Karen Kegg

Fall is in the air and that can only mean one thing–its gala season in Texas! Fall is the time when charity supporters and party goers get back together after a long, hot summer to celebrate life and support their favorite causes. It’s always the best time of year, in my opinion!

But how do nonprofits continue to appeal to their loyal donors after many years of the same party? And how do they bring in new donors and, most importantly, raise more money for the mission?   I contacted several colleagues whose charities have successful events and asked them their strategy on these matters. Here’s what they shared with me:

In San Antonio, the 9^th annual gala of Magdalena House will feature a change of venue and the addition of dancing to a DJ. The gala committee felt that a move to the newly-renovated ballroom at La Cantera Resort could spark greater attendance this year, because of its central location, closer to where most guests live. The DJ will encourage those who love to dance to stay longer. Magdalena House is a transitional home that serves mothers and their children who have fled dangerous and abusive situations. The October 22^nd event is expected to draw nearly 600 guests to boost Magdalena House’s resources to build new homes on its property to serve even more mothers and children.

In Austin, the 2016 UMLAUF Garden Party hired a professional auctioneer to help tell its story during the auction. “Paddles-up” was a new element that helped raise more money than previous years. In addition, the event is outdoors with no dedicated seating area, making it difficult to capture the full attention of guests during the presentation and auction. To address this, the cocktail bars and the silent auction were closed while introducing a video with a champagne toast to focus guests’ attention and bring them into a central area. The gala marked the 25^th anniversary of the unique outdoor sculpture garden and museum featuring the works of American sculptor Charles Umlauf, and raised more than $300,000 for its programs.

The Helping Hand Home for Children Crystal Ball Gala in Austin provides two “events” in one day, giving guests the opportunity to participate in either or both. A brunch is held in the afternoon and is a less formal affair with a lower ticket price. The evening Gala includes a silent auction, dinner and dancing. The volunteer committee has worked with a jewelry designer who donates “mystery boxes” that each contain a piece of jewelry. Each box is sold for $100. These mystery boxes are a unique way to raise additional funds during the event, comparable to a raffle but more fun because everyone is a “winner.” Located in Northwest Austin, The Helping Hand Home provides a nurturing and therapeutic home for children who have suffered severe abuse and neglect. The 2017 gala is slated for March 4, 2017, and planners hope to raise $1 million for the organization.

Savvy gala committees know that their organizations’ special events need to be “updated” in order to attract new and returning donors. I thank my colleagues for sharing their great ideas and wish everyone a happy gala season, y’all!

By Joyce Penland, CFRE

Conducting job searches on behalf of our nonprofit clients is one of the hallmarks of our work at Bacon Lee & Associates. In our 16-year history, we’ve literally read thousands of cover letters and résumés of fundraisers seeking new positions. Crafting a winning cover letter can make the critical difference in getting invited for an interview, and, ultimately, getting the job. Wise applicants will take great care in creating a unique cover letter for each job for which you’re applying.

But, all too frequently, we are not seeing our advice taken. Far too many emails arrive with a two-sentence message: “Here’s my résumé for the job you’re advertising. I’m available at your convenience for an interview.” Argh!

It cannot be stated strongly enough: An email with your résumé attached is not a cover letter! How can we discern your interest level in a position with just your résumé and no (or poorly written) cover letter?

Here’s why your powerful, well-crafted cover letter is key to getting an interview.

• The cover letter allows job seekers to say things about yourselves that don’t appear in your résumé.
• Your letter helps convey your passion about the mission of the nonprofit that may not come across in your résumé.
• The care you take in writing clearly and accurately will help us, as recruiters, to see your professionalism, so pay attention to details.
• Frankly, without a cover letter, you may not make it to the interview stage at all, despite your résumé.

My Bacon Lee & Associates colleague, Alexis DeSela, tells of one of the greatest errors of all by job seekers: not personalizing the cover letter for the correct organization. “I’ve seen cover letters submitted for jobs with a different recruiter’s name and organization–and for a different job than the one we are recruiting for. Your cover letter is your first impression with the recruiter, so make it count.”

Taking the time and making the effort to write a compelling, well-crafted and error-free cover letter is essential to getting your foot in the proverbial door. It is the most opportune way to highlight those skills and achievements that make you the ideal candidate for the job.

By Priscilla Guajardo Cortez, J.D., M.Ed.

Imagine this scenario: Fundraiser asks donor to make a major gift. The donor agrees and makes a significant donation. The organization and donor live happily ever after.

Does this really happen? Sure it does, but we know there is also more to the story.

Like me, you have likely read news headlines about a donor making a major gift to an organization and wondered how it happened. Who asked for the gift? Where was the ask made? How long did it take to get to the ask?

But to “non-fundraisers” reading such headlines, it is often unclear just how much went into achieving that outcome.

Fundraisers know that a major gift doesn’t happen overnight. Asking a donor to give, especially a major or transformational gift, takes time, patience, and strategic and deliberate cultivation and stewardship.

Once you have identified someone as a major gift prospect, it all begins with understanding their needs and gaining as much insight as possible into their interests, experiences, and motivations. I believe this is the single most important step in the fundraising process and if done right, can create a solid foundation for a lasting relationship between your organization and the donor.

Note, this could take some time and being patient here will pay off. Just let the donor lead the way. Also, the donor will make gifts to your organization during this period– likely their annual gift – but don’t be tempted to forgo this crucial step in setting up for a major gift ask.

With a strong understanding of your donor, now it is time to help the donor gain greater knowledge of your organization’s vision and plans. If this is someone you have identified as a major gift prospect, then they have likely been giving to you for a specific purpose or program. Stewardship is important here and you will need to demonstrate the impact of the donor’s past giving as well as the critical role they can continue to play in advancing the organization’s mission moving forward.

It is also an opportunity to learn their concerns about your organization which can help you overcome any objections later when making a major gift ask.

Now all that’s left is developing a plan with opportunities to bring the donor closer to your organization whether through volunteer opportunities, events, strategic planning, etc. The plan should include what the activity will be, who will be involved, and ultimately a target date for the major gift ask.

So, fundraisers can (and should) ask for major gifts and yes, a donor can make a major gift as a result, but it takes a little more effort than the headlines would have you believe.

By Alexis De Sela

You have heard it a thousand times: your people are your most important asset. As head of an organization, what is your reaction to the statement? Do you know what the impact of that statement represents to your mission? Have you thought about it?

If you have, you’re one step ahead of the crowd. If you have thought about it, believe it, and have done something about investing and protecting, your most important assets, your people, then your mission is likely experiencing a higher degree of impact for those you serve.

The people in your organization are your “mission in action.” When they trust leaders (members of management and executive staff), are informed, feel appreciated and listened to, and are held accountable for results, they will respond by being more engaged, productive, and mission-centered.

Throughout our experience helping nonprofits analyze staff engagement and satisfaction here are three themes staff members report on a recurring basis:

They want to be lead! 

The best way for a leader to build trust is to act with integrity – do what they say they’re going to do – be vulnerable and admit their own mistakes, communicate effectively, and be willing to make tough decisions in the best interest of the organization. Those decisions could entail letting go of non-performers or those whose actions and behavior are counter to the organization’s mission. Our firm is frequently called upon to help build the trust that has been eroded because an organization’s leader didn’t act swiftly enough with the non-performer. Not dealing with the problem won’t make it go away, and many times the problem festers because clear expectations and frequent communication have not taken place.

There is a very high cost to nonprofits that do not deal with non-performers effectively. (We’ll cover this topic in future newsletters!)

Staff wants leadership to communicate with them.

Communication is a two-way street. First, people want to understand where the organization is, where it’s going and what progress is being made. When you inform them, you’re treating them like the important stakeholders they are. People crave transparently about the issues facing the organization – good and bad. In the absence of that knowledge, people may create their own reality, and their erroneous perceptions can create serious culture and mission erosion.

Second, people want to be heard. Invested staff members have ideas and opinions and they want an opportunity to share these thoughts with leadership; they want to contribute. When you provide a vehicle for them to do so, and seriously consider their ideas and solutions, the organization will be on its way to increased engagement and productivity.

They want to be held accountable and be treated fairly.

People want to understand what is expected of them and want to know how they are doing. This is especially true of your organization’s top performers. Having a process in place to clearly communicate expectations and meet on a regular basis to discuss performance is essential. It is through this process that leaders will come to understand each of their staff member‘s strengths, to see opportunities for improvement, and to coach and support top performers to become more effective professionals. This process also helps usher your non-performers out of the organization.

A systematic process for clarifying expectations and appraising performance for all staff, including executive leadership, will imbue the process with fairness and equity, and create a culture of accountability.

Achieving a culture of trust and results is attainable – we have seen it happen. Highly satisfied staff translates to high standards of service and, ultimately, stronger missions.

We help nonprofits evaluate their staff’s satisfaction and engagement and, along with an organization’s leadership, can jointly develop unique Human Capital Management strategies to help organizations reach healthier work environments, strengthen cultures, and build high-performing teams.