| After managing several campaigns, I have come to | | | | donors love. I recall one time that I noticed a photo |
| the conclusion that the most critical skill any | | | | of a prospect's motorcycle and we got into a great |
| development officer can have is what I have coined | | | | conversation about the fact that we both loved to |
| "the empathy factor." That is, in order to build solid | | | | bike and had bikes. |
| relationships with donors that lead to ultimate (or | | | | Second, make sure that the conversation is always |
| even beginner annual fund) gifts, development | | | | about the donors. Often times they will ask staff |
| officers have to know their donors and to the | | | | about their lives and families. While it's important to |
| extent possible, put themselves in their donors' | | | | be courteous, the work to be done mandates that |
| shoes. | | | | the focus and attention are foremost on the donors. |
| I can recall vividly going along with a president to | | | | Third, make sure that you ask good questions and |
| solicit a major donor who knew we were asking him | | | | listen carefully. To have empathy you need to know |
| for $1 Million and it would be for an endowed chair. | | | | the donors. So asking questions about how they |
| He was a proud alumnus from our engineering | | | | met, what were their favorite college experiences, |
| program and we knew that the skills he obtained | | | | which alumni do they stay in touch with (very |
| from his alma mater enabled him to build a chemical | | | | important for reunion giving), what other family |
| company in Ohio with sales well into the tens of | | | | members attended their alma mater, etc., -- will all |
| millions. It was now a family business with his | | | | give you a better flavor for what might motivate |
| daughter running it and his son in senior management. | | | | them to give. (Be sure to complete a contact report |
| At our meeting, the president put the ask on the | | | | as soon as possible so that you have as much |
| table: John, can I can count on you to help us finish | | | | information recorded as possible for future work with |
| the silent phase of the campaign with a $1 Million | | | | the donors.) |
| commitment for an endowed chair in engineering?" | | | | Fourth, accept anything they offer graciously. Coffee, |
| John got teary-eyed as donors often do when | | | | tea, muffins, etc. While you might not like what is |
| contemplating the meaning of gifts that large. John's | | | | offered, you need to accept their hospitality, even if |
| response however, surprised all the rest of us in the | | | | you just take a few sips/bites. Often times the |
| room. John said: "Ed, I would be delighted to make | | | | donors have thought about your visit and planned |
| that gift. However, I want to fund a chair in family | | | | these treats so it's important to acknowledge and |
| business as that's what I've got here that means so | | | | enjoy them. If you are eating out, usually donors will |
| much to me." He cited his love and admiration for his | | | | offer to pay the bill and they should be allowed to do |
| daughter running the firm in particular, and that | | | | so and be thanked. |
| business schools needed to expand expertise and | | | | Fifth, always make it easy for donors to say "yes." If |
| programming in family business. Finally, after some | | | | you have any hesitancy in a solicitation it's probably |
| dialogue, the president agreed. | | | | for a good reason - that you are not sure you are |
| What can be learned from this story? Yes, we got | | | | going to succeed. You have to go with your instincts |
| the $1 Million gift. But no, we did not properly envision | | | | and if you feel donors need more time then you |
| what motivated John. This situation helped me to | | | | need to be respectful and give it to them. |
| reframe development work, solicitation in particular, | | | | Additionally, if you are not completely confident |
| to be completely donor-centered. | | | | about the level of giving you are going to propose, |
| How does one do this? I suggest that there are six | | | | give them a few options to make it easy for them |
| basic principles to help development officers build | | | | to say "yes", and, of course, hard to say "no." |
| better relationships with donors which will assist both | | | | Sixth, stay in touch. Some of my fondest moments |
| parties to close on gifts. | | | | are sending a Mother's and Father's Day cards to |
| First, as mentioned, is the "empathy factor." | | | | donors -- a married couple -- who as parents, lost |
| Development officers must put themselves in their | | | | both (and all) of their children to the same |
| donors' shoes. This is not always easy because | | | | degenerative disease. Unimaginable. I know that my |
| donors often have very different lives than | | | | remembering them on these lonesome days means |
| development staff members. Critical factors include: | | | | the world to them. |
| doing your homework (prospect research), and | | | | Empathy goes a long way in building a relationship |
| meeting with donors in their territory so one can | | | | with donors that makes it easy for them to say |
| absorb everything possible about the donors' lives: | | | | "yes" and to be satisfied that their gift opportunity |
| photos, paintings, vases, furniture, books, cars, boats, | | | | was truly designed to meet their needs. |
| etc., --- all of those things tell you about what the | | | | |