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Major Gift Fundraising and the Leadership Volunteer. What is major gift fundraising?. Thoughtful rather than impulsive Investment rather than gift Community good rather than WIIFM Values rather than duty based Personal relationships, rather than mass marketing. Who gives?.

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Presentation Transcript
what is major gift fundraising
What is major gift fundraising?
  • Thoughtful rather than impulsive
  • Investment rather than gift
  • Community good rather than WIIFM
  • Values rather than duty based
  • Personal relationships, rather than mass marketing
why volunteer leaders
Why Volunteer Leaders?
  • Extend staff resources
  • Expand the philanthropic network
  • Extend the knowledge base
  • Are more likely to make meaningful gifts
  • Bring credibility to the ask
i m afraid to ask
“I’m afraid to ask…”
  • Most people don’t give unless they are asked.
  • Donors expect and even look forward to it.
  • An invitation, not a sale.
  • What will be the result if you don’t ask?
not asking insures failure
Not Asking Insures Failure

“You miss 100% of the shots you don’t take.” –Wayne Gretzky

volunteers and the five i s
Volunteers and the Five I’s.
  • Identify
  • Inform
  • Interest
  • Involve
  • Invest
  • When “you” becomes “we”
  • Review lists
  • Provide contacts
  • Discussions with friends
  • Small groups
  • Large gatherings
  • Answer questions
  • Take suggestions
  • Note and report interest
  • Serve on committees
  • Make calls
  • Host small events
  • Accompany a professional or other volunteer on a call
  • “Witness” for the station
  • Ask
the seven faces of philanthropy
The Seven Faces of Philanthropy
  • Russ Alan Prince & Karen Maru File
  • Twelve firms studied the characteristics of 218 charitable donors.
  • Discretionary income >$1 million who had made gifts >$50,000.
the seven typologies
Communitarians: “Doing good makes good sense.”

26% of givers

Often local business owners

Don’t just give, get involved

Benefit is the network

Devout: “Doing good is God’s will.”


Give 94% to churches

Investor: “Doing good is good business.”


One eye on the cause, and one on taxes

Give broadly

The Seven Typologies
the seven typologies17
The Socialite: “Doing Good is Fun.”

11% of givers

Enjoy social network

Special events

Not board members

Arts and education

Altruist: “Doing Good Feels Right”


The Selfless Donor

Moral imperative

Tend not to serve on boards

Give more to social causes

The Seven Typologies
the seven typologies18
The Repayer: “Doing Good in Return”

10% of givers

Constituents first, donors second

Have personally benefited

Feel loyalty, obligation

Give to hospitals, schools

The Dynast: “Doing Good is a Family Tradition”


Inherited wealth

Believe it is expected

Variety of causes; each generation chooses its own.

The Seven Typologies
  • Jerold Panas interviewed 20 who gave more than $1 million.
  • 22 key motivators
  • Interviewed 1,082 non profit leaders.
  • Significant perceptual differences
What leaders thought:

Community Responsibility, Pride

Belief in the mission

Interest in a special project

Involved in the campaign

Service on board, committee

Memorial opportunity

Respect for institution in community

What givers said:

Belief in the mission

Regard for staff leadership

Fiscal stability

Respect for institution in community

Regard for volunteer leadership

Service on board, committee

Respect for institution in a wider circle

the point is
The point is …
  • People give for their own reasons, not yours
  • When asked, most givers cite
    • Belief in the cause
    • Confidence in financial management and leadership
    • Its respect both locally and beyond
  • People give because they enjoy it
  • People give because they were asked
a solicitor s most important tools
A solicitor’s most important tools
  • Knowledge
  • Questions
  • Silence
  • The case
    • Why the organization exists
  • The prospect
    • Giving, interests, affiliations
  • The amount
    • Agreed by you and staff
    • Capacity and interest
armed with this knowledge
Armed with this knowledge …
  • Prepare a written plan of action:
    • What is the purpose of this visit—gift or cultivation?
    • Will I go alone or take another?
    • What are our roles: what will we say, who will ask, what is likely to be the result?
    • What is my fall-back position?
  • Make the appointment: the hardest part.
the interview
The Interview
  • Establish rapport.
    • Friends in common
    • Question them about interests
    • Question them about the service. Your favorite programs? Do your [grand]children watch? Do you know that WXXX…?”
  • Down to business
    • I’m here because …
    • Explain the project
    • Ask for questions and answer them
  • The Most Important Skill
  • Try to pose questions that draw the prospect out. Listen for responses.
  • Show that you are listening.
dealing with objections
Dealing with Objections
  • Acknowledge them
  • Don’t debate, but do provide facts
  • Correct erroneous information
  • Get back on track
  • Maintain a common ground
the question
The Question

“Given your past support of (WXXX/so many worthy projects in Anytown) and the importance of this project to families and children throughout our community, I hope that you will join with (peers who have given) in this cause. We would be most grateful if you would consider a major gift in the range of ($ amount) (OPTIONAL: payable over the next X years.)”

what s next

What’s next?

Having asked the question, what is the next thing you should do?

  • Say nothing.
  • Look the prospect in the eye and wait.
  • Do not:
    • Provide an out. “Of course, if you’d rather …”
    • Make excuses.
  • If you speak, you lose.
when you get a firm no
When you get a firm “No.”
  • Be gracious, in person and in writing.
  • If no to this project, gather more info.
  • If no to the station, gather objections.
  • There are prospects who will not give to you.
rules for asking
Rules for asking
  • Make your own gift first
  • Know your prospect
  • Listen to what the prospect says
  • Emphasize the prospect’s interests
  • Ask for a specific gift
  • Remain positive and focused
  • Counter objections with facts
  • Manage the follow-up (pledge card, next appointment, reporting results)