SuddesGroup

Strong Fundraising Boards Don’t Exist

February 26, 2009 | Nick Fellers

I’ve never seen a strong fundraising board.

We’ve worked with colleges, national organizations, start-ups, orgs in every sector – and not seen it.

Maybe organizations with ’strong fundraising boards’ don’t need help so they don’t come to us. I think it’s more likely the case that they don’t exist.

This is important to understand. Many organizations are waiting until they have a strong fundraising board to really kick things in to high gear. That might be like waiting for the big three auto makers to return to dominance using the same old business models.

• We can’t wait. Else, we’ll always be waiting.
• Instead of trying to build a ‘fundraising board’ shoot for getting a few champions on board with your efforts.
• This is why we say your board is not responsible for fundraising.

 Email This Nugget | Comment

Simple Progression at a Board Retreat

November 15, 2008 | Tom Suddes

I spent the morning yesterday facilitating a Board Retreat for an incredibly impactful organization.

I wanted to share with you 3 big takeaways, as well as the ‘SIMPLE’ PROGRESSION of how they can raise significantly more money (INCOME) to affect their IMPACT.

• Takeaway #1: Moving from a WHO model to a WHY model. A very smart community leader pointed out that they had historically been “fundraising with a WHO mentality”. (Legendary, old-time community leaders that helped found the program were able to basically pick up the phone and call in funding support. They’re all gone now.)

  He made this point as we were refining the MESSAGE and reinforcing the PURPOSE and the REASON for their existence. In other words, the WHY model.

• Takeaway #2: DO THE MATH. It was amazing to watch as the morning progressed and we were able to specifically define the investment required to rebuild/impact one life ($340!). Then, we took a $124M ‘investment requirement’ and, by DOING THE MATH, figured out that the public sector would actually do $107M and the ‘number’ from the PRIVATE SECTOR was $17M!

  We then did a simple, powerful Pyramid/Funding Plan to determine that the $17M would come from 29 investors.

• Takeaway #3: TIME TO THINK. The leadership was convinced that they needed to move beyond a normal ‘Board Meeting’ and have a session where they could actually take the TIME TO THINK. I believe both the Board and the staff were re-energized around the Impact, Mission and Purpose; and, we RE-DESIGNED the model and methodology to FUND THE VISION.

If you’d like to see it, I’ve included the SIMPLE PROGRESSION (pictured above, download here) that we used as a framework to generate more money. It corresponds with our also very simple ROADMAP.

 Email This Nugget | Comment

Do You Believe… or Know?

October 15, 2008 | Nick Fellers

“Looking back to when we started this organization two years ago I believed we were doing good things… but now I know we’re doing good things.”

I was on the phone with Nancy (training camp alum) yesterday when she shared this thought. It’s very profound.

Nancy started a college access program two years ago. If you’re not familiar with the college access model here’s the napkin message: helps students get to college. (Note to our college access readers: don’t debate me on the message – you’re making it too complex).

Nancy and her organization are on fire… lots of impact, lots of income. Her statement about moving from believing to knowing is one that can probably only be made in hindsight, it’s very honest and deeply philosophical (google: ‘belief’ and read the first entry that comes up).

When Nancy believed the organization was doing good things a lot of great stuff happened. It just didn’t happen nearly as fast… advances weren’t nearly as bold. Now, the world needs to watch out. As Nancy said, “Now I’m moved by a very deep connection to purpose and not just hope [that we're doing something good]“ Again… powerful.

Nancy’s next quest is to get each of her board members to move from belief to knowledge. She’s going to get each of them connected to the purpose. She’s going to show them the impact. They’re going to meet the kids that have been changed by this program. This is another reinforcement of the idea that impact drives income.

This conversation with Nancy triggers so many thoughts:

• How can you come to KNOW you’re doing good? Changing the world? Saving lives? Transforming lives?

• You need to move from belief to knowledge BEFORE your visit. During the visit is not the time to take that leap.

• Unlike other instances, when it comes to PURPOSE, belief and knowledge can be a flexible position. We are human. We need to be reconnected with purpose and have that knowledge reinforced. Heck, you could be a surgeon and save someone’s life one day and wonder about your vocation/purpose the next. Knowing your purpose is, by definition, absolute but we should not assume it to be permanent. Keep testimonials at your desk… keep pictures… keep sharing these with everyone else!

• Re: The ASK. This is why you need a clear funding plan to share with your best prospects. A whole different level of engagement if I believe my gift could be great or if I KNOW how my investment will help with the plan (to save lives, change lives and impact lives).

 Email This Nugget | Comment

Board Roles and Responsibilities

May 4, 2007 | Tom Suddes

I just gave two sessions on COMMUNITY LEADERSHIP at the Franklin University Symposium on Leadership.

Almost every ‘COMMUNITY LEADER’ I know is engaged on some BOARD for their church, school, United Way, social service agency, whatever.

Special Note: I led off my session on COMMUNITY LEADERSHIP by simply writing this on a flip chart:

I am always AMAZED… STUNNED… OVERWHELMED… that there does not seem to be a SINGLE ‘NOT FOR PROFIT‘ that has figured out the ROLE and RESPONSIBILITY of the BOARD!!!

I have done a considerable amount of work with colleges, large national associations, almost every Catholic secondary school in America (at least that’s what it seems like), the leaders and national models in cancer research, international education, homelessness, healthcare, museums and much more.

Every single one of these groups… along with pretty much every organization who has attended our workshops or training camps… has a HUGE PROBLEM with this whole BOARD ROLE & RESPONSIBILITY.

ACTION:

You can share this WOW E-Mail with your team, board members and other community leaders.

I’ve also provided stand-alone one-pagers to go deeper on each of these.

• BOARD RESPONSIBILITY
• BOARDING (FUNDING) ROLE
• ALTITUDE / ATTITUDE

 Email This Nugget | Comment

No More Peer-to-Peer Solicitations

January 17, 2007 | Tom Suddes

I know you have been taught (brainwashed???) to believe that Major Gift “ASKS” are best if done “peer-to-peer”.

Don’t send someone else out to HUNT ANTELOPE!!!

Read these ten reasons … and see if it helps change the way you THINK!!

TEN REASONS WHY PROFESSIONAL STAFF ACHIEVE BETTER RESULTS

1. DESIRE Volunteers: How many of your volunteers really, reeeally, REEEALLY like to ask people for money? If they don’t, they most likely lack 3 key ingredients for sales success — passion, presentation skills and persistence.

   Staff: It’s your mission and responsibility to Present the Opportunity … to Qualified Prospects. Therefore, you should have the passion to present and to be persistent. Plus, Presenting the Opportunity is fun and satisfying if you know what you’re doing.

2. DEALING WITH OBJECTIONS Volunteers: Most fold after the first “no”, stumbling block, question or challenge.

   Staff: Professionals realize any objection is not personal, that true selling begins after you hear a “no”, and that dialogue is better than debate!

3. ENTHUSIASM Volunteers: They are enthusiastic about your institution or program … but certainly not about asking their friends for money.

   Staff: Your attitude is directly proportionate to your sense of impact on your institution, and your value to it. Your enthusiasm builds as you ask and receive.

4. TIMEVolunteers: They have none. They have many other priorities and obligations that come before their volunteer duties.

   Staff: Major Gifts / Sales solicitation should be your number-one priority.

5. ACCOUNTABILITY/FOLLOW-UPVolunteers: There isn’t any “I saw so-and-so at a party … and I think they probably could do something.”

   Staff: Professionals do a Memo for the Record on every call. They send a great follow-up letter summarizing the request. They make a phone call on a specific date to determine the level of commitment and finalize details with the investor.

6. TRAININGVolunteers: Most volunteers did not take Major Gift Solicitation 101. Many don’t understand “sales.” Few have the time to become properly knowledgeable about your For Impact Organization/Institution and the investment opportunities available.

   Staff: Professional staffs should be well trained. Whether they read, listen to tapes, or attend training camps and seminars … great development professionals are knowledgeable about their field and their institution … and are constantly learning more.

7. PREPARATION Volunteers: ‘Asking their secretary for directions on their way out the door’ is their idea of preparing for the call.

   Staff: Professionals prepare by reviewing the Strategy Checklist … and completing a Presentation Checklist (who, what, when, where, why, how) for every call, properly researching the prospect relative to the level of request.

8. THE CALL ITSELF Volunteers: “So, how’s your family? Your golf game? ‘Hem, haw’ … I got your (3×5) card… ‘they’ want money … just do what you can.” Volunteers rarely request a specific amount for a specific project.

   Staff: Great development professionals know the six essential requirements for Major Gift solicitation. They ask questions … listen intensely … respond to the investor’s feelings … react with flexibility, creativity and speed … deal with challenges.

9. TRADING DOLLARS Volunteers: Volunteers know that whatever they ask of one of their peers this week will be asked of them for that prospect’s favorite cause next week!!!. This “chit” system, or “trading dollars,” does not allow for aggressively MAXIMIZING relationships and commitments!

   Staff: Professionals can be objective, equitable and professionally aggressive in helping the prospective investor feel great about maximizing their commitment.

10. SKILL Volunteers: Most are amateurs (at development/fundraising).

    Staff: You’re professionals. As one of the all-time great solicitors, J. Barry McGannon (former Chancellor of St. Louis University) asks, “Would IBM, or any major business, entrust its biggest customers to an amateur?” Of course not. IBM wants more quality control than that, and so should we! Now, more than ever, development is a sophisticated, challenging and competitive profession that requires total commitment.

Special Note: This is not meant to be a “Bash the Volunteer” list. Rather, it’s an attempt to help you RETHINK/REINVENT the role of your volunteer leaders.

They are your best resource!

Use them as part of TEAM SELLING! As PREDISPOSITION! At a MEMORABLE EXPERIENCE.

 Email This Nugget | Comment

Board Seat Not Necessary

January 5, 2007 | Nick Fellers

A quick learning point that comes from a lot of the sales training and coaching around maximizing relationships.

Re: Prospect Strategy - Joining the board is not a pre-requisite for maximizing a relationship.

You should complete a customized prospect strategy (including goals) for each of your top prospects. When I bring this up in a workshop I’m commonly asked, “Should we first try to see if he/she would like to be on our board?”

That’s not a goal OR a strategy that I’m satisfied with. To me, trying to get someone on the board is a tactic that usually has nothing to do with the real goal which is to maximize the relationship at any given time.

Remember, getting someone ‘on THE board’ should not be the goal. My real issue is that I think it represents the wrong way of thinking. Instead, frame your strategy around getting the prospect ON BOARD with your cause / case.

I believe that if you’re with a qualified prospect the dialogue will not be about a board seat … it will be about HOW to deliver the impact.

For more clarity:

• My point is not about whether or not someone should join the board but rather that you don’t need to be ‘on the board’ to be ‘on board’.
• I’ve heard far too many stories about strategies that have involved ‘trying to get someone on the board’ as a first step in a relationship. Some of you have spent years trying to get prospects on your board. And then …
• We think getting them on the board somehow makes them on board.

Think about how this idea applies to your organization. By way of a challenge I want to encourage some of you to re-frame your strategies. Where as you could spend years trying to get someone on your board, I believe some of your best prospects are already on board–with your cause … so go visit, share your story, and present an opportunity to help).

Note from the field: As one great community leader / champion recently put it, “I’m on enough boards already. I’ll help in anyway I can but I’m busy and quite frankly, most boards make me bored.”

 Email This Nugget | Comment