We all want to deepen our relationships with our donors, to cultivate and steward them so that they fall in love with the causes we serve. Taking a page from psychologist and best-selling author Gary Chapman, we need to speak our donor’s “love language.” How are you speaking your donor’s love language at your events? One hospice did a great job this past weekend. This is how they spoke all 5 donor love languages.
Advice for United Methodists (and Others) About Capital Campaigns: Fundraising in a Time of Church Division
The most compelling reasons that campaigns either succeed or fail are not external, but internal to the fundraising organizations themselves: does the organization have a compelling case for the campaign, does the organization have strong staff and volunteer leadership, does the organization have a history of achieving fundraising success (and, therefore, has committed, loyal donors). Further, is the organization prepared to bear the costs of launching a campaign. Of course, for United Methodist organizations and affiliated organizations, the issue of whether or not the UMC splits is arguably an internal, not external, condition.
Wherever United Methodist organizations are located, they need to ask: Do we have committed, loyal donors who will give to us no matter what happens with the UMC structure? If the answer is yes, great. If not, we might need to pause.
One of the best ways to bring in revenue through a fundraising event is through sponsorships. If you have a new event or you don’t have a strong history of sponsorship partnerships, it can be difficult to get sponsors on-board. A great way to introduce your agency to potential sponsors is through a breakfast briefing.
Are you singing the “Bad Board Member Blues?” If the secret to a great board is to recruit the right people in the right way, what do you do if your board members are appointed and you don’t have control over the recruitment process?
It’s Employee Buy-in 101. We all know that part of how we get employees to embrace and actively participate in the work we want and need them to do is to enlist their input. As fundraising professionals, we want staff buy-in—that’s part, after all, of the elusive, holy grail of a culture of philanthropy. In addition, practically, we often need the help of our non-fundraising peers to execute fundraising strategy. The process of asking for, considering, listening to, and responding to the input of our non-fundraising colleagues can be time-consuming. In the throws of our end-of-year campaign or the final few weeks before the gala, enlisting advice isn’t always realistically feasible. At that point in the fundraising cycle, we just need help. So get staff input now.