Lifelong Donor Relationships Are Not About Money
3. Always think from your donor’s perspective. Before you do anything, ask yourself: “What will the donor think? What will the donor feel?” This often means tailoring your approach to align with your donor’s preference. It means giving your donor options, not insisting they make unrestricted gifts or gifts to programs other than those where their passions lie. This means thinking about how you would feel if the cultivation or solicitation plan you’ve prepared for your prospective donor-investor were directed towards you.
4. Reach out proactively. If you just sit by the phone waiting for your donor to call, not much will happen. Donors need to be wooed and shown that the deepening of their relationship with you will bring them joy. In every interaction, remember to treat your donor with consideration and respect. Don’t make them feel you only care about their money rather than their opinions, feelings and advice.
It Takes a Village
Your donor needs to be rewarded continually. Every interaction with your organization should be a satisfying one. It’s not just about what the development department does. It’s how they’re treated by the receptionist. The gift processor. The volunteer coordinator. The program staff. Even the recipients of philanthropy (e.g., students, alumni, families of clients and more). Everyone has a role in creating positive, productive relationships with your donors.
Create a culture where everyone:
- Models the joy of giving. Encourage staff and volunteers to connect with the "why" of their affiliation with your organization, and then give according to their passions. Passion is contagious.
- Listens to each other. Spend time learning what program staff do and also teaching them about fundraising. Share success stories. You can’t learn about the work going on that may connect with prospective donors if you don’t do this. You can’t inspire each other if you don’t do this.
- Listens to your constituents. Regularly engage with folks. Ask them for feedback and advice. You can’t learn what floats people’s boats if you don’t listen.
- Keeps others in the loop. Connect the dots for each other. Development staff should make a regular practice of telling other staff and volunteers what a great job they did, reminding them it is their work that resulted in an act of philanthropy to continue your mission. Make it clear that philanthropy happens because of needs being successfully addressed by your entire organization; not because of development staff. Make all of your staff and volunteers—your entire village—the heroes.
- Treats everyone like a major donor. Instill a customer-centered culture where everyone is treated with consideration, honor and gratitude. You don’t always know who your current and potential major donors are.
- Makes stewardship a priority. A donor-centered culture flows naturally from a customer-centered culture. When you’re used to thinking your job is to learn what your constituents desire and to make your constituents happy, it’s easy to extend this to donors.
When you think major gifts fundraising is just about asking for money, you miss the whole point. It’s not about the money. It’s about the transformative power of that money. What it can accomplish. How it can create an outsized impact to make the world a better place.
Don’t concentrate all your energies on the solicitation. You may get the gift, but one-time gifts are here today, gone tomorrow.
Transactions won’t help you next year or the year after that. No. You’ve got to transform the transactions into something longer-lasting.