Building a Career in the Nonprofit Sector (or why I stayed in nonprofit work for 44 years), Part 3

By the time you have been working in the nonprofit sector for 25 or 30 years, you are hopefully pleased with your career choices and proud of what you have accomplished over the years. But that’s no reason to coast through the rest of your work lifetime. For one thing, your colleagues deserve the best you can bring to the table. But more than that, you deserve to finish strong and have a lot of fun in the process.

My final years before retirement had some unexpected twists and turns but were, for the most part, an opportunity for me to do what I loved best. I was past worrying about my resume or my job title and I was secure in what I knew and could do. Most of all, I wasn’t afraid to say, “No, that’s not my skillset,” and worry it would be the career kiss of death. Instead, I embraced what is best expressed in this (attributed to just about everyone on social media) quote: “I love my age: old enough to know better; young enough not to care; experienced enough to do it right.”

Embrace your final decade or two. But make them count by giving your own spin to these three thoughts of mine.

• Take bigger risks. My final career-third was totally not what anyone would have expected – least of all me. First, my husband and I decided to make a major move for my new job 1,500 miles away. The job ended up not being a good fit, but getting out of our comfort zone by moving was a great choice. So I then launched my own consulting firm, keeping it small because I loved building relationships with people who were doing work I believed in. 
  
  Out of that grew opportunities to teach fundraising and nonprofit leadership and governance at two universities. That led me to invest the time and money into earning a doctorate. I was given the privilege of editing the fourth edition of Stanley Weinstein’s pivotal book, “The Complete Guide to Fundraising Management.” Absolutely none of this was part of my career plan. I took big risks and invested some significant dollars. But it was an absolutely fabulous ride and I wouldn’t change a thing. Your “big risks” may look entirely different, but don’t hold back. You only have so many years to try something, so don’t let fear of the unknown paralyze you. 

• Teach and encourage others. Let’s be honest – we all hope something we did leaves an impact after we retire. And you can take it from me – the programs and procedures we develop aren’t it. That’s where everyone wants to make a mark, so changing them is inevitable. So instead, make your mark by investing in people who respect you and genuinely want to learn from you.
  
  I can honestly say that I am proudest that I have had an impact on a few people’s lives. Yes, my plans and strategies helped raise billions of dollars for worthy causes. Yes, I had good job titles and even a corner office. But that is all a distant memory. What continues are the people who I invested a little time in and they went on to do more than I ever achieved. I am most proud that my legacy lives on in small ways through these amazing nonprofit workers.
• Plan for life after work. Few of us want the challenges and the accomplishments of our career to grind to a halt the day after we collect that final paycheck. We may not want to think about work 24/7, but boredom isn’t our goal, either. Are you going to pursue volunteering, become proficient in a whole new area, learn a new language, craft or sport? 
  
  Even when retired, time goes by quickly. So, spend a little time when you are still working to consider what you need to make your retirement years the best years of your life. Yes, it’s corny. But planning isn’t just for our work lifetime; it is an indispensable part of our post-career years – those years when we can still have an impact and help make the world a better place.

As you finish well, I hope you can say, in the words of Mark Twain, “What work I have done I have done because it has been play. If it had been work I shouldn’t have done it.” Those of us working in the nonprofit sector have a noble calling. I can only hope that you find it as fulfilling as I have.

Next blog – Don’t just take my word for it…

Originally published on the Lighthouse Counsel blog. (https://www.lighthousecounsel.com/blog/building-a-career-in-the-nonprofit-sector-or-why-i-stayed-in-nonprofit-work-for-44-years-part-3/)

Read Part 1 of this 4-part series at https://wordpress.com/post/pjbardenincdotcom.wordpress.com/1482

Read Part 2 of this 4-part series at https://wordpress.com/post/pjbardenincdotcom.wordpress.com/1489

Building A Career In The Nonprofit Sector (Or Why I Stayed In Nonprofit Work For 44 Years), Part 2

January 30, 2023

Pamela Barden

Looking back over a 44-year career in and/or for the nonprofit sector, I am amazed at some of the things that worked out perfectly – and admit that there were other things that could have taken me screaming and running away from the sector.

For this second article, I considered primarily what helped me grow and thrive mid-career. While our experiences depend on many factors, certain things can make a big difference at different stages of your work-lifetime. 

As a refresher, if you are in the first 10 to 15 years of your career, you can’t count on your employer to help you grow; you need to invest in your own career. You do this by gaining education, tryinganything and everything to figure out what you like and don’t like, and in the process increase your value to your current and future employers. 

Once you have that first decade or so behind you, you are ready to take on your middle work years. This is when you know enough to know what you do best and enjoy most, and when you have confidence in your abilities. This is also when you set aside what you dislike or just aren’t good at. Yes, this means closing some doors, but it also frees you to expand the opportunities available to you when you are doing your best work and enjoying the experience.

Reflecting back on my own career, my advice to readers who are heading toward or in this mid-career is summed up in these three recommendations:

• Network with a small group of people who can (and are willing to) help you grow. Yes, it’s great to go to conferences and seminars and connect with dozens, even hundreds of people. But you will be best served by cultivating relationships with a smaller number who know your skills and interests. These are the people you call upon when you have a question – for example, “Is the current economy impacting your major gifts?” – and know they will give you an honest reply. You also know that if they recommend training or tell you about a job that they think you will be perfect for, they most likely are spot on in that recommendation. They know you well enough to see your strengths and weaknesses and to give you career advice that is based on that knowledge.
• Build your leadership and management skills. By now, you have worked for some great managers and seen some great leaders at work. You have also seen the absolute worst – the leader who can’t make a decision, the manager who resorts to bullying, the supervisor who takes all the credit, and so much more. Now is your chance to take all the input – good and bad – and figure out what kind of leader and manager you will be. If you aren’t managing anyone, offer to take on a challenging area. (I first managed the mailroom, which had little to do with my job but it helped me learn and made higher management notice me.) Offer to lead a committee or a team and do it better than it has ever been done before. If there simply aren’t any opportunities with your current employer, volunteer elsewhere where you can develop these skills. Don’t wait to be identified as the next great leader or manager; get out of your cubicle and just do it.
• Know when to stay and when to go. This was probably the hardest thing for me. I was tremendously loyal. I liked being needed. But through a vendor I networked with (see the first point), I was challenged that it was time to move on. Being told straight out that I had become bored of my job was not welcomed at first – I had a million arguments why this was not true. But after a lot of thought, I realized he was totally right. In hindsight, leaving that job for another was the best career move I made; if I had stayed, my career would have been much less fulfilling.

The middle years of your career should be filled with exciting new opportunities to grow and stretch your management chops. If you find yourself bored and ready to leave the nonprofit sector in this period, ask yourself if you need to quit the sector or find a different job in the sector that rekindles your excitement. Oftentimes it’s not the nonprofit sector that you want no part of, it’s the specific job you are in. Invest in finding the opportunity that will allow you to flourish.

You can read Part 1 of this series at https://wordpress.com/post/pjbardenincdotcom.wordpress.com/1482

Originally published by Lighthouse Counsel

2023: The Year to Start Loving Fundraising Again

Way back in February 2020 — before COVID-19 became part of our daily vocabulary — fundraisers were leaving the profession at an alarming rate. The average tenure at a job was 16 months, and four in 10 development directors were considering leaving the profession entirely.

Combine more than two years of COVID-19 protocols, working from home and hiring challenges with a general lack of appreciation that I regularly hear fundraisers talk about (“Hey, how hard can your job be? I have no clue how to do it, but here’s my opinion anyway.”), I expect that there is even more frustration amongst fundraisers, especially if you work for a smaller shop where training opportunities are few and multitasking is plentiful. Fundraisers may be near their limit.

So right now, when 2023 is looming in your windshield, I am sharing some ways I’ve found to reduce frustration and — most importantly — improve confidence in your skills as a fundraiser. I encourage you to choose at least three of them and make them part of your personal career growth plan for 2023.

1. Commit to Staying Relevant

Set aside time at least monthly to read the articles you have bookmarked. Research new opportunities and maybe even try a few. Some shiny new tactics won’t make sense for your organization’s donor file size and budget, but somewhere out there is something that has potential for more income — and possibly some fresh fun in your work.

2. Figure Out Who Is Your Target Audience 

Once you determine who is your target audience, then accept the tough reality that it’s likely not you. If you don’t know from whom you are asking for money, you may be using the wrong tactics or language. Your goal is not to bore, be condescending or try to impress donors with your fluent use of big words and acronyms. Instead, your job is to tell a story that so captivates them that all they want to do is to join that story and influence the ending. 

3. Don’t Discard the Old

No matter what anyone says, don’t discard the old just because it’s boring. As long as it’s working or has room for improvement, keep it. When a tactic is working to engage and retain your target audience, it’s not important if you like it or not. What matters is that it works.

4. Commit to Learning More

Admit to yourself what you don’t know and commit to learning how to do it. When you’re asked to do something outside your core competencies, view it as a challenge to expand your knowledge and look for reliable sources online.

5. Try to Avoid Tactics That Don’t Work

Start saying “no” to suggestions that consume time but have little chance of raising money. This one is hard because the request often comes from someone higher than you on the organizational chart. But build a case for why it isn’t the best use of resources (time and money). You may not win this time, but you have at least planted seeds for future change — and reinforced in your own mind what is the best strategy for raising funds. That knowledge may serve you well in the future.

6. Become More Efficient at Efforts That Don’t Raise Funds 

You didn’t win at tip No. 5? If there are things that don’t raise money but you have to do them because of organizational politics, look for ways to make those things more efficient so you waste as little time as possible. How can you minimize the time investment so the assignment has as little impact on your workload as possible?

7. Talk to a Donor Daily

Commit to speaking personally to at least one donor every workday. This could be a disgruntled donor, a drop-in donor or one you choose to call to personally thank. It’s easy to get caught up in doing fundraising and start viewing donors as interruptions. Talking to a donor can re-energize you, and the intel you collect can help you sharpen procedures or identify an area that needs to be better communicated to donors to help prevent confusion.

Don’t give up on fundraising. Your cause needs passionate, smart, creative, hardworking people. It may not always seem that way, but you are making a difference — and that’s something to celebrate as we close out 2022.

Previously published in NonProfitPRO

Building A Career In The Nonprofit Sector, Part 1 (Or Why I Stayed In Nonprofit Work For 44 Years)

January 12, 2023

Did you deliberately choose to work in the nonprofit sector? Or was it an accident/chance/last best hope/another unintentional move?

For me, it was totally unplanned. I graduated from college at the ripe old age of 20 at a time when inflation was in double digits and unemployment was high. Finding a job was difficult, so I swallowed my pride and took an entry-level job at a fairly large nonprofit organization. A few months later, my boss resigned and I picked up some of his work. About a year after that, I settled into what would become my “real” career – fundraising (and, later, management) for nonprofit organizations.

Forty-four years later, semi-retired and out of the day-to-day fray, I look back on what was a very satisfactory career. No, it wasn’t all big salaries and fancy offices. Yes, the politics were enough to drive me crazy. But because of some deliberate choices I made over the years, it was a good career – and a career that was good for me.

Today, I hear so much discouragement from nonprofit employees. Many tell me it’s become a place to collect a paycheck until a “real” job comes up. That makes me sad because I believe that a work-lifetime spent in the nonprofit sector can be amazingly rewarding and give you a sense of fulfillment that is hard to replicate elsewhere. Here’s what I learned in my early years that helped me – and may give you some guidance, too.

1. Try anything and everything. Starting my career, I was cocky. Admitting I didn’t know how to do something was impossible. So, I faked it. If someone asked me if I knew how to do something, I told them, “Let me get back to you tomorrow.” Then I rushed to the library (there was no such thing as Google back then) and read everything I could on how to do what they were asking me about.
   As a result, I had some amazing experiences that I had never even dreamed of having. Running corporate meetings, I set up a reception for then-President Reagan and learned a lot about the Secret Service. Writing direct mail taught me how to write compelling copy that moved people to give a donation. Digging into statistics through the spreadsheets I developed taught me more about what works and what doesn’t. I learned the various tools for a planned giving program and how to promote them. And above all, I learned that I loved (not liked, loved!) direct response – mail; telethons; TV, radio and print advertising; and now emails, social media, landing pages, etc. Want to expand your role at a nonprofit? Try anything and everything. Figure out what you like and, yes, what you hate. You will increase your value to the company – and likely open yourself up to new opportunities.
2. Invest in your own education. Waiting for your employer to pay for seminars, classes, books or other educational opportunities is career-growth suicide. If you are determined to grow your skills and improve your marketability, you have to take that responsibility.
3. Don’t let loyalty stand in the way of opportunity. Resigning from my first “real” job was hard. I had been there nine years. I loved the work, and the employer loved me (I think). As a result, I missed opportunities. When I finally chose to leave for a better job, my career (and paycheck) took off. It’s easy to think your resignation will be devastating. It’s like author Evan Thomas wrote: “Take a bucket, fill it with water, Put your hand in — clear up to the wrist. Now pull it out; the hole that remains as a measure of how you’ll be missed…” Depressing but true — none of us is truly indispensable in the workplace. If you want to build an amazing career in the nonprofit sector, own it — and sometimes that means taking hard steps away from one job to into another.

Why did I love fundraising in my early years? I had a chance to learn a lot, try (almost) anything I wanted to try and build friendships that have stayed with me for life.

Read Part 2 of this 4-Part series at https://wordpress.com/post/pjbardenincdotcom.wordpress.com/1489

Originally published by Lighthouse Counsel.

3 Big Opportunities That Allow Small Nonprofits to Stand Out

If your nonprofit raises $50,000, $500,000 or $5 million, you are not alone. The reality is that the vast majority of the 1.8 million nonprofit organizations in the U.S.  are never going to even be a blip on the list of largest nonprofits.

There’s no reason for shame. Assuming you are working for an ethical organization that keeps its overhead at a reasonable level and that you are carrying out a worthwhile mission, you matter. Imagine all that would not be getting done if organizations that aren’t the largest charities shut their doors tomorrow. The results would, in many cases, be calamitous.

But being smaller is no excuse for not making a heroic effort; your mission deserves smart fundraising. And smart fundraising means taking advantage of these big opportunities.

1. Figure Out Your Uniqueness

One of the takeaways from Giving USA’s annual report this year is that older donors build relationships; younger donors are drawn to a cause. Depending on where you are located, you may be one of many addressing a specific need. What separates you from all the rest? When you know what that is — and you never miss an opportunity to proclaim it — you can help your organization to be viewed as one of the best, not just one of the rest.

Your uniqueness will drive some people away. But if you pretend to be something to get that first donation, you either have to keep up the pretense or risk having a lot of one-time donors. Your goal should be loyal donors who stick with you, so give them the understanding that can build that dedication. When donors understand what makes you different, they can hear your message above all the other noise in the marketplace.

2. Plan Ahead for Year-End Fundraising

Year-end is one of those inevitable things in life — and it’s easy to anticipate. Every year, without fail, the year ends on Dec. 31. Here are a few more things we know: Nearly a third of annual giving occurs in December and 12% of all giving is done Dec. 29 to 31. So, what you do to encourage year-end giving is more than important. In fact, it’s vital.

At the same time, a lot of forces are conspiring against you for year-end fundraising, so a wise fundraiser never relies on one fundraising tool. In addition to nurturing major donors, have a plan for lower-end donors. Everyone is using e-appeals (you should be, too), so there is a lot of competition, but a well-thought-out strategy makes it more likely that you will snag the attention of a would-be donor. 

Because I have seen the impact, I still recommend a year-end mailing (mailed in mid-November to give a donor time to respond), supported by an e-appeal schedule that promotes the offer in the mailing, invites a Giving Tuesday gift and ends the year with short, to-the-point “give now before the year ends” e-appeals.

Why the hurry? Last year was a disaster for nonprofits who waited too late to mail. Mailers were backed up and the post office announced a delivery slowdown. This year, some critical pieces of the process are already lagging or in short supply. There are fewer printers and supplies, especially ones able to manage a small, 2,500- 5,000-piece mailing. Start now rather than risk a year-end mailing that arrives in-home on Jan. 3.

3. Do the Unexpected

Some of the nice touches that nonprofits used to do have gone the way of the rotary-dial phone. Shock your doors by sending them a timely receipt that genuinely shows your appreciation; mail or email a short, personal note; call them and report back on the project they supported; or some combination of these. Donors have become used to neglect, so is it any surprise their loyalty to an organization is nonexistent? Treat them like a friend and not just a funder and you will stand out in a crowded field because you are constantly saying to them, “You matter.”

These are such old-fashioned ideas! I know it and I don’t apologize because I see them working over and over when smaller nonprofits apply them. Don’t worry about not being the biggest; instead, focus on being the best in the eyes of your donor. That’s when you will stand out and become a donor’s first choice, not just a choice in a crowded field.

Originally published in NonProfitPRO, August 19, 2022

Welcome to Your Donor’s Story

Writing a successful fundraising communication — be it an e-appeal, social media post, direct mail letter, personal letter, program copy or anything else — can feel daunting. Especially given the high rate of failure (since 100% response is rare), having to write the ask can seem like a pathway to failure.

But let’s look at your opportunity instead. Last month, while browsing in a home decor store, I saw a wall sign that read, “Every family has a story. Welcome to ours.” My near-immediate, self-directed conversation was, “And every donor has one, too. How do I get invited into their story?”

Let’s back up a step and ask ourselves, “What is necessary for a story?” While everyone who posts online doesn’t agree, the consensus seems to be that a story needs a theme, characters, setting, point of view, plot, conflict and resolution. While taking some liberty with the original meanings, here are some ways these concepts can help you get a front-row seat in your donor’s story without actually being face-to-face.

Theme

Yes, your story’s theme is your organization’s great ability to fix a problem. For your donor’s story, the theme is why they care about your cause. In print, suggest reasons that help readers think about why they should care about your cause. Don’t quote the official mission which may not be what they view as your mission at all. Instead, tell them something that tugs on their hearts.

Characters

Who else will influence your potential donor’s decision? Since you can’t insist that person also reads your story, consider different points of view that readers may bring to the experience of reading — and address those when possible (without turning the appeal into a term paper).

Setting

Where your donor is when reading your letter, e-appeal or post makes a huge difference. Test different days for sending e-appeals and posting on social media. If you use a deadline, don’t make it so short that the donor misses out if he or she puts your letter aside for a week. Consider your donors’ bigger stories (i.e., life) when trying to get them to think about yours.

Point of View

Author Jerry Jenkins asked in a blog post on elements of a story, “Who will serve as your story’s camera?” When you are having a conversation with your donor (not just talking to them), you are showing them your work in your camera. You may not know it, but what is recorded about your organization may, to you, be a secondary — or even tertiary — issue. Be sure to use words that engage, not simply educate.

Plot

What has happened in your donor’s life that makes him or her want to know more about, and even support, your cause? What took your organization from one of many to something worth a deeper look? As you tell your story, inject the elements that will grab your prospect’s attention and hopefully result in a contribution.

Conflict

What is the problem your donor wants to solve? That’s what your donor is going to give to. Even if 90% of your work is one thing, if a donor loves the remaining 10%, that’s what that donor wants to hear from time to time in your story. Never forget: You can’t logic your donor into giving. Each donor will support what matters to them — whether it’s accomplished by your organization or another.

Resolution

Once your prospect makes a gift, your work isn’t done. What has changed in the story as a result of the gift? Does the donor know how they are making a difference? At the very least, do they know you are grateful? If you aren’t thanking donors for their gifts, figure out today how to make that happen. You may live by email, Instagram and Twitter, but getting a piece of mail that simply says “thank you” will get far more notice than one email lost in the dozens that come every day.

Your job as a fundraiser is to tell your organization’s story, but only after you have also considered your donor’s story. To paraphrase Albus Dumbledore from the fourth “Harry Potter” book: “Differences of understanding about a charity are nothing at all if our aims are identical and our hearts are open.”

Originally published in NonProfitPRO, June 2, 2022

Don’t Be Afraid to Try Direct Response

Sometimes, saying you are a fundraiser can be tough; it just isn’t as exciting as saying you are an astronaut or a supermodel.

Trust me; I know. My niche in fundraising is direct response — you know, things like e-appeals and direct mail. Granted, it’s not as sexy as taking donors to the golf course or hosting the annual major donor cruise, but I’m proud of what I do because I have seen the results of the money I have raised over the years. And if someone says to me, “Oh, you do junk mail?” that’s OK. I know that what they disparagingly refer to is — or should be — an important tool of almost every fundraising program at every nonprofit.

Whoa! That’s kind of a 1980s statement, but, actually, in 2022, nonprofits are raising money with direct mail as a part of the whole fundraising program. These are large organizations to small ones, and it’s working for them because they have learned the most important truth about direct mail: It is one of the tools we can use, in concert with other tools, to maximize income for our programs.

I believe so much in direct mail — because of the results I’ve seen — that I’ve decided to try again to convince some of the naysayers out there to give it a try. Don’t worry — I won’t be hurt if you are rolling your eyes about now. After all, I taught fundraising at the university level for a decade, and I’ve heard it all from my Gen X and Millennial students. But since I’m seeing direct mail have exciting results in 2022, that’s enough for me to give it another shot.

So, I challenge you: If you aren’t including direct mail in your fundraising strategy, do so. But do it wisely by following this proven advice.

• Plan your entire direct response activity before you begin. Direct mail is not a standalone fundraising tool, but instead part of a multi-effort project to maximize results. After you mail the letter, how many follow-up e-appeals will you send, and when? Can you realistically call your major donors to follow up and answer questions? Is hand-signing the letters to the major donors feasible? What will the thank-you message to your donors say?
• Only use partners who have expertise in direct mail. A writer who specializes in nonprofit fundraising will be able to take your ideas and turn them into copy that leads to donations. A direct response designer knows that the design supports the words, not carries the message on its own. A good printer can be invaluable in helping you design a letter that is the most cost-effective layout possible.
• Talk to the donor in your copy, not to your board chair or CEO. Your donors likely support three or four other nonprofits in addition to yours, according to Nonprofits Source. Meet them where they are instead of shouting at them to hurry up and catch up. Tell a story. Share a personal experience. Show the reader what their gift will accomplish. Be clear about what you are asking for. Don’t be ashamed to ask for money. Scientific studies show that giving to charity makes the giver happy. Be proud when you ask!
• Avoid the temptation to think you have to create an award-winning package. Instead, focus on creating a money-raising appeal. Despite having won a few awards in my day, I am most proud of the packages that raised a lot of money. Direct mail is not a beauty contest; it’s all about the bottom line.
• Mail consistently. Start with just a couple of letters a year. Obviously, year-end is key (though that means getting in-home in November or very early December to give people time to respond), plus choose another time that makes sense for your organization — spring, summer, back-to-school or whatever. Mailing just once a year will likely not succeed; my theory is that every letter ends up having to reintroduce you, so donors are more likely to ignore it.

Come on — be brave! Commit to doing two direct mail letters in 2022 and discover how direct mail done right can provide meaningful net income for your organization.

Originally published in NonProfitPRO, February 8, 2022

Be a Smart Small Fundraiser

I recently stated that direct response “is — or should be — an important tool of almost every fundraising program at every nonprofit.” While the concept of fundraising via e-appeals and mail may sound so last century, I assure you it is an important foundational piece for a fundraising program of the 2020s.

Key point: Don’t overlook that tiny work. Direct response is not the only fundraising tool you need, but when done right it provides a foundation of almost immediate and ongoing support that lets you add on more longer-term or seasonal complementary programs.

If you represent a nonprofit that competes for the top spots in lists of America’s largest charities, you can move on; this article isn’t for you. But for those of you who are struggling to make ends meet and relying on a few core donors to keep you afloat, I encourage you to keep an open mind to discover some blunt truths about successful direct response.

Your No. 1 concern as you get started is to acquire donors — warm, breathing names and addresses that you can cultivate. You may not net a fortune out of the gate, but your initial goal is to get a core group of people who respond to your e-appeals and mail appeals. Don’t raid your major donors who are already being cultivated. Focus on the one-time or occasional givers, event participants, etc.

Be sure to watch your costs. After all, spending $1 to raise 80 cents is not sustainable in the long run. Success in direct response is ultimately measured in net income. Some may argue with me on this, but I know firsthand that, in a small shop, you cannot afford to lose money month after month. Your board will only bail you out so often before they decide that something — or someone — has to go.

So, how do you get the job done? Well, now I am going to really step on toes — spending a lot of money to hire a big firm may not be the best approach. As Elvis Presley sang, “Before you abuse, criticize and accuse, walk a mile in my shoes.” While I am near-certain he wasn’t talking about direct response fundraising, this lyric certainly applies. Before you hire someone to write and/or design your direct mail or e-appeal, ask this question: “How long has it been since you have done my job — if ever?”

Why does this matter? Say you wanted to learn to drive. You find a driving instructor to explain best practices in driving. He regularly presents at conferences, has connected with firms that offer the latest research on driving and can crunch numbers to identify every potential flaw in the world of driving. He has a blog about driving and has won national awards for driving instruction. He knows the terms and where your hands belong on the wheel — but he has never actually driven himself.

Why, as a small nonprofit, would you hire someone who has never worked at a nonprofit and tried to raise money to make Friday’s payroll? You need support from someone who understands what it’s like to sit behind your desk and sweat over stretching too few dollars to accomplish the vision that you are committed to.

If you look for outside help (and I do recommend that), don’t commit to a contract or a retainer. Stick your toe in the water before you plunge off the high diving board. Try a single direct mail letter and a handful of e-appeals and look for signs of life. How much did you raise? How many people responded? Did you get positive messages? (Don’t let any complaints overpower the kind words and the money you raise.)

Next, start slow. A letter a year is too few, but 12 is likely too many when you are just getting started. I typically recommend six (enough so the donors don’t forget you but not so many that they don’t net dollars).

Finally, expect to be criticized. Board members and some of your colleagues may tell you it’s a waste of time at best, offensive at worst. Be armed with results to combat the naysayers.

Bottom line: After a few years of steady efforts, direct response fundraising can raise a steady stream of funds. Then your major gifts can truly be used for transformational programs.

Originally published in NonProfitPRO, April 25, 2022

It’s Time to Stop Complaining

Pandemic. Wildfires. Snowstorms. Killer hornets. Monoliths. The election… And the list goes on. We had more than enough to justify complaining in 2020.

Yet these events — especially COVID-19 — seem to have also given us a great excuse for abysmal customer service. Every other call I make seems to begin with a recording message: “Due to COVID-19, response times may be longer than expected.” In one case, I waited 45 minutes only to then get a message that the company (a major national brand) was not supporting its phone lines at present. (You couldn’t tell me that 44 minutes earlier? No, you had to keep promising me I was moving up the queue.) Several other times, I pressed all the right buttons, waited several minutes, and then was cut off. Oops! Try again…

Now don’t just assume I am too old school to know that we’re supposed to go online now instead of using the old-fashioned telephone. These call attempts came after ignored emails, online contact forms and even a few efforts to start conversations on social media.

It’s time to stop complaining and get back to focusing on our donors.

I firmly believe (assuming I am anything like a normal person) that the companies and nonprofit organizations that show care for their “customers” will be the ones that spring back from the pandemic with super loyal supporters. Believe me, I remember my experience with the national telecom company; sure, I was on hold a while, but when my call was answered, the representative went out of her way to make sure my problem was addressed. In the course of conversation, she told me she was working at home and that her shift ended five minutes after she picked up my call, but she was not going to hang up until my problem was resolved. I suspect I’m a customer for life now.

And what about the small, local diner that wrote “Happy Holidays” and drew some Christmas holly on the cover of my take-out breakfast? That’s showing me I’m their honored guest, even if I’m limited to dashboard dining.

Yes, these are for-profit examples. But the same principle applies to nonprofit organizations: There is never a good excuse for bad donor service.

If you’ve let the pandemic and all its corresponding frustrations color your response to your donors, it’s time to take action.

Answer their calls. If staff are working from home, calls can be forwarded to them. Even if they don’t have access to what they need to answer, they can collect the information, research it when they are in the office, and then call back.
Receipt their gifts. It’s well worth the dollar or so to mail a receipt for a donation, because a sincere thank you is remembered and valued.
Tell them what is now possible because they gave. This doesn’t have to be a multi-page annual report or a four-color newsletter. A half-sheet update in a receipt or even a postcard with a brief report is inexpensive and can be very meaningful.
Truly value them. If you view your donors as necessary evils to accomplishing your mission, it’s time to get out of the nonprofit business. The reality is that your paycheck is a result of your donor support, as is all the work your organization is able to accomplish. Your supporters need to know they mean more to you than a cash withdrawal at an ATM.
Ask them for donations. Many organizations that are doing the steps listed above and are using tried-and-true methods of fundraising are succeeding. I’ve heard many nonprofits tell me that direct mail is performing better than at any other point in recent memory. The same is true for eAppeals that feel personal — not those that read like, “To the entire free world, Greetings.” With no galas and golf outings, we now have time to read letters and emails. Take advantage of people being at home and reach out to them.
I know many nonprofits that have been hard hit by the events of 2020. Yet, many others I am familiar with are doing fine. They didn’t allow the events of 2020 to be used to justify bad donor service.

In 2021, refuse to allow complaining. Instead, show your donors that despite all the uncertainty of life, your organization continues to do the work they believe in — because they continue to stand with you. Together, you are changing the world.

(Originally published in NonProfit PRO, January 4, 2021)

Hidden Treasures for Fundraising Copy

As a writer of fundraising copy, one of my greatest frustrations is having to create new copy on a regular basis with little or no fresh material to work with. Between privacy laws and too-busy-to-write-stories-up issues, it’s not unusual to have next to nothing to begin with.

Even if your writing is limited to the year-end eAppeal, a thank-you letter or a proposal, you likely know how challenging it is to keep saying what is basically the same thing in a way that is fresh and unique. But that creates a problem — I firmly believe that monotonous copy is a sure path to donor attrition. I have often said (so much so that I’ve likely become boring) that “a bored donor is a former donor.”

It often doesn’t take much to get you started on writing a great message, so even when there seems to be nothing new to write about, consider these hidden treasures.

What Is the ‘Other Guy’ Saying?

Reading what you can from similar organizations can help you recall a story or a fact that you can use as the beginning of your writing project. I’m not suggesting plagiarism; rather, read with an open mind and see if anything sparks a fresh angle you can take.

Sometimes even reading unrelated copy can help. I confess I sometimes look at famous quotes on a given topic, and often, one of those will spark an idea that I can move ahead with. (At the very least, it makes my procrastination seem more purposeful.)

What Are Your Donors Saying?

Collecting tidbits from the notes donors include with their checks can be a great source of brief comments that can be woven into your copy. In my experience, these short notes often include a turn of phrase that is a hidden gem. I recently had a client provide me with a few dozen notes (most just a sentence or two) — and truth be told, a few expressed the value of the nonprofit better than I could have done so myself.

What Are Your Volunteers and Staff Saying?

Getting people to write down what they see and hear can be hard; instead, ask them to call your office phone after hours and leave a message with the story. Except for the genuinely bad story (“After we helped her, things were better until she was arrested and sentenced to 10 years in prison”), try to use most of what you get, and tell the person who provided it how you incorporated it. This encourages that volunteer or colleague to keep providing these nuggets to you.

What Are the Statistics Saying?

Yes, stats can be boring (unless they are an integral part of grant or donor reports or requests), but you can make a statistic meaningful to your more typical donor by putting it in visual terms. For example, in the county I live in, 20% of people are hungry. On its own, 20% is kind of flat. But put it in terms I can visualize — of the five people you saw at the bus stop this morning, it’s likely one didn’t know where his or her next meal was coming from — and it becomes a much more meaningful way to present a need.

Mark Twain, one of my favorite sources of inspiration, wrote this: “And mind you, emotions are among the toughest things in the world to manufacture out of whole cloth; it is easier to manufacture seven facts than one emotion.”

Until we have files of resources to comb through every time we need to find a fresh way to ask for money, keep seeking out these hidden treasures. Ideally, one will give you the emotional “hook” to make your next fundraising message irresistible — and that sure beats manufacturing emotion.

Published in NonProfit Pro, September 11, 2020