Skip to main content

Practicing Donor-Worthiness


There's no time like a recession to rethink your donor relationships.  Even if your institution has its financial back to the wall and all you can see is mounting debt, taking a few steps to deepen the conversation with donors about why what you do is important is never a wasted effort.  Your members, program sponsors, volunteers and funders help you when times are good and most appreciate hearing about your institution's challenges when times are tough.

This is not say that it's time to write that desperation letter.  In fact, professional fundraisers will tell you never to fundraise with a message of desperation.  Donors want to help organizations with a future, not organizations with chronic financial problems or organizations with leadership that is continually in a "sky is falling" mentality.  So, if you've got one of these types of letters written to your donors, just tear it up.

To me, rethinking the donor relationship in a time of economic crisis means putting together a simple communications plan that focuses on the relationship more than the fundraising, and that includes: 
  • determining the number of contacts over the coming 12 months that the organization will make with its donors  (this does not include newsletters, event publicity, or other "mass communications")
  • establishing what the message of each contact will say  -- think of a story line that you could build over a series of contacts
  • selecting the medium for the message, i.e., an email blast, a letter, a phone call, a face-to-face meeting  (the latter two media might be reserved for major donors, but it might be fun to conduct a phone-a-thon to all your members to just say hello and let them know what you're up to)
Your institution's mission, supported by a focused program, are your two most valuable tools for donor-worthiness.  But without the message that communicates their public benefit -- over and over again -- they may as well be hidden like lights under a barrel.  Your donors need and want to know you.  So, talk to them.  

And make them your best friends.  

You could be rewarded for it.

Photo: Two People Talking by artworkbyheather

Comments

Popular posts from this blog

What Would Make You Turn Down an Invitation to Join a Board?

THERE'S SO MUCH WRITTEN ABOUT RECRUITING BOARD TALENT, I thought I'd spend a little time thinking about it from the prospect's point of view. Clearly, there are boards where the line is long to get on them. But what would make you turn down an invitation? Here's a short list to get the conversation started: 1. You've had no prior exposure to the organization. Your immediate reaction is "did you pull my name out of a hat?" (Is that lady in the picture the head of the Nominating Committee?) Seems as though there must be a hidden agenda at work (like you're rich and once you become a board member you'll pour all your resources into the organization) or the organization is simply looking for any warm body to fill a seat. 2. The organization doesn't have a good reputation. There's something to be said for street cred. An organization that's floundering may be strengthened by your participation or you may find yourself sucked into...

Three Most Important Nonprofit Executive Director Soft Skills

If you were asked to narrow down the list of executive director qualifications to the three most important, which ones would you identify? Would the list consist of soft skills, hard skills, or some combination? Would your list be based on the great ED you are or one you've worked for, or would it be your wish list for the ED you haven't been fortunate yet to work for?  This was an assignment in my recent online class in leadership and administration for the American Association for State and Local History . I asked the class to review three-five advertisements for museum directors and analyze what these listings intimated about the organization’s past experience, current focus and goals, and future aspirations. Then, I asked the class to identify what they consider to be the three most important qualifications they would look for in a director. (Okay, so there's more than three if you dissect my three big groups.)  Soft skills outnumbered hard skills, although ...

What to Do With Dead Wood on Your Board?

MY POLL ASKED WHAT ONE BOARD DYNAMIC YOU would change this year and the top response was "remove dead wood". For my first post on this topic I'd like to start with two obvious facts: 1) most boards have some non-performing or under-performing board members AND 2) most boards already have mechanisms in place for removing dead wood...or at least the non-attending dead wood. Those mechanisms are found in the Bylaws and perhaps in a board job description. Few boards, it seems, invoke these mechanisms, mostly out of fear of offending the offender. We end up side-stepping the dead wood, dancing around it, ignoring it, wishing mightily it would go away. Oh, and complaining about it. So, even though the dead wood isn't doing much, it's sapping the energy and focus of many others. (There must be a Law of Physics about this!) Where to start and how to implement? While removing dead wood is not the most pleasant of responsibilities, it does not need to be -- and s...