How to Get Your CEO Involved in Fundraising to Close Major Gifts

Over my lengthy career, I had opportunities to solicit prospects for six- or seven-figure gifts. When going for this type of gift, you need the CEO at your side. 

One time, on a solicitation call without the CEO, the prospect stated clearly, “Do you know what day this is?” 

I responded, “Friday.” 

He said, “That is correct. From Monday until today, I had four different CEOs in my office asking for significant gifts. Where is your CEO?” 

I felt embarrassed and ashamed as I attempted numerous times to get my CEO to go on calls with me, without success.

When CEOs Don’t Show Up — and When They Do

In fact, when working at four different universities, only one CEO was willing to go on calls with me. He understood the case for support and engaged in the process — but ultimately struggled with the solicitation and stopped participating after several attempts. 

At two major hospital systems, I saw similar challenges. One CEO focused his fundraising efforts elsewhere due to personal interests, while another joined a call but seemed more like a witness than the organizational leader. In that case, the executive vice president advised me not to involve the CEO in donor calls anymore. 

My early history with CEOs going on calls was dismal at best. They were too busy with other priorities. But when CEOs are willing to learn, the results can change dramatically.

The most success I had came with a CEO who admitted he had no experience asking for money but was willing to learn. I worked with him on sharing an emotional impact story relating to our top fundraising priority — what I call “subliminal fundraising asks.” 

As we rehearsed with another operational leader, that story — the urgency, the impact, and the connection to the donor — became the foundation of the ask. When the three of us went on a call to ask for a seven-figure gift, it was secured, and the confidence of the CEO to go on calls grew over time. He began to understood his role in the relationship-building process.  

That same dynamic is playing out in my current role. At The Salvation Army Indiana Division, my divisional commander understands the role of nonprofit fundraising and truly supports the development team. 

Because of that leadership, he is fully engaged as we work to secure $7 million for Hidden Falls Camp — a program that relies on philanthropic support to serve children facing challenging circumstances. He is actively engaged in donor calls, and his presence reinforces both leadership commitment and organizational credibility. He understands his role in the fundraising process, and prospects and donors alike admire him. His presence is powerful and needed. 

Why the CEO’s Role in Fundraising Matters 

These experiences point to a larger truth: fundraising success is not just about the development team — it depends on leadership. Successful fundraising is a team responsibility — but it must be led by the CEO.

Each member of the team — whether it is the organizational leader, administration, board member, donor, volunteer, or staff — must identify, qualify, cultivate, solicit, and steward prospects.

It is critical that the CEO understand the significant role of fundraising for organizational revenue development. The CEO is a networker-in-chief, as well as the organization’s promoter and cheerleader. They must be willing to go on calls with development professionals. 

Development staff must understand the CEO’s personality and how best they can contribute to the success of the prospect or donor call. 

In the nonprofit, the CEO and chief development officer’s relationship must be strong. The CEO must respect the chief development officer and place an important value on their partnership. They must be aligned on strategic plans, programming, and fundraising priorities from year to year.

A nonprofit’s ability to fulfill its mission and grow its impact often comes down to fundraising — and the CEO has a unique ability to inspire donor confidence and influence major gifts. 

How to Get Your CEO Involved in Fundraising

You need to empower your CEO to be the chief fundraising officer. If the CEO understands that responsibility, they will be more likely to go on development-related calls. They need to look forward to the opportunity to generate impact and return on investment — not view it as a dreaded item on their overflowing to-do list. 

CEOs are more likely to engage — and succeed — in fundraising when they are directly involved in strategy and donor relationships, as noted earlier according to the Forbes Nonprofit Council.

Development professionals must constantly work with their CEOs — showing them the value of stewardship, helping them articulate the organization’s vision, and modeling a culture that prioritizes philanthropy and impact, according to Mission Advancement. 

To get CEOs to go on calls with you, engage them in the process of fundraising. Many leaders say they do not have the time or desire to work with the development team — but that mindset must change. Do not be afraid to utilize your CEO in the development process. They must own it and share that responsibility with others. 

Sector examples show that CEOs can play a strategic role in donor conversations, especially when their presence signals leadership commitment and organizational credibility.

Preparing CEOs for Donor Visits

Regarding visits, work with your organizational leader to:

• Build trust.
• Establish a routine.
• Develop confidence.
• Organize time effectively.
• Introduce them to moves management.

Rehearse and prepare the CEO in depth for each visit so they can understand their role. Over time and through success, the CEO will gain confidence and understand the difference in cultivation and solicitation. 

Finally, experiment with mid-level donor prospects before presenting the CEO with a large ask with a principal donor or prospect. After your first visit together, provide honest, constructive feedback. 

A visit requires a team approach — and a few early easy wins for the CEO. With practice, confidence grows, and greater revenue follows. 

When the CEO, like mine, says “Let’s go on major calls,” a special sense of momentum and confidence follows. 

Sadly, that does not happen in every organization. But when it does, take advantage. Treat your CEO as a strategic partner and treat every call as a relationship-building opportunity. Ultimate success will come with practice, confidence, and time.  

The preceding content was provided by a contributor unaffiliated with NonProfit PRO. The views expressed within may not directly reflect the thoughts or opinions of the staff of NonProfit PRO.