This course will provide a comprehensive view of major and principal gift development work for students who seek to build upon their experiences gained in the introductory session. Participants will gain an understanding of the philosophy and strategies implemented in major gift development including prospect identification, how to initially engage a potential major gift donor, the process of cultivation and moves management, effective proposal writing, making a successful ask and on-going donor stewardship. Students will practice fundamental major gift development skills by developing their own prospect strategy, producing essential documents to support the process, and engaging in role playing activity to simulate interaction with prospects and donors.
The Structure of a Successful Solicitation Strategy (Part 1)
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En provenance du cours de University of California, Davis
Major and Principal Gifts
notes
À partir de la leçon
Writing the Major Gifts Proposal, Solicitation and Negotiation
In this module, you will be able to write an effective proposal for major or principal gift development. You will be able to consider the structure of a successful solicitation strategy and practice making ‘the ask.’ You will be able to use closing techniques and negotiate with your prospective donor.
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Jason WohlmanAssociate Vice Chancellor for University Development
[MUSIC]
Hello, now we will take a comprehensive look at what makes up a successful
solicitation strategy.
At the end of this lesson, you will be able to set the stage for
a successful solicitation.
Create a personalized cultivation plan so that you never surprise your prospect.
Prepare for that solicitation meeting.
Practice a great opening that overcomes awkwardness.
Practice open and close-ended questions, recalling when each is most effective.
Review effective listening skills and techniques.
And enhance your presentations to evoke a positive response.
Let's get started.
Welcome to module five, soliciting major and principal gifts.
In this module we will define philanthropy, explain how to set the stage
for successful solicitation, identify and practice the stages of
the solicitation process including opening, questioning, listening,
presenting, overcoming objections, asking and closing and follow up.
Let's get started.
Securing a gift is the natural and hoped for result of the cultivation process.
Philanthropy is the act of expressing love for others, so large gifts are much
more than money contributed to meet an organization's needs.
They represent a person's opportunity for investment.
They represent his or her commitment and passion.
Solicitation is the delicate presentation of an opportunity to invest material
assets in a way that brings in tangible rewards and a sense of fulfillment.
Major gift solicitation is not begging, it is a high form of seeking investments.
At its heart,
fundraising is helping others connect an existing passion to your cause.
Major gifts are secured because donors conclude that their objectives
are satisfied by saying yes to your request.
When enlightened self-interest and
the needs of the nonprofit integrate to produce satisfaction.
We don't convince donors.
We help them realize that they already care.
Those who successfully pursue large gifts use a variety of talents and skills.
No one ideal prototype describes the quintessential major gift solicitor.
However, they frequently have common traits.
They believe in the cause they represent.
Often as passionately as, or more passionately than the prospective donors.
They develop relationships with donors that they are courting.
And courting is an apt description.
The art forms of romance are commonly employed in appropriate ways
throughout a successful cultivation and solicitation process.
Thoughtful gestures, special attention, timely appropriate actions and
proper advances are all incorporated.
Major donors are people, not automatic cash machines.
Their giving is personal and often emotional.
This makes the personal interaction between solicitor and
prospect more that a casual or business relationship.
Good solicitors are generally attentive, sensitive, thoughtful, thorough,
responsive and respectful of their prospect's needs, their wants and desires.
You set the stage by understanding the prospect's needs.
The prospect wants to have his or her interest addressed.
They want to do what is right.
They want to make a proportionate gift.
They want to look good to their peers.
They want to participate in a win-win proposition.
And finally, they want to pay the gift on his or her terms.
You will create a personalized cultivation plan for each prospect.
You can do this by reviewing the five Rs of asking for a gift.
They are one, the right person.
Who's the best person to solicit this prospect?
Two, asking the right person.
Three, at the right time.
Is this prospect ready, or is more time needed to cultivate interest?
Four, for the right amount.
How much could the prospect give if properly motivated?
And finally five, for the right project.
What would motivate this prospect?
Is there something we have that might be especially appealing to them?
You will also decide who should make the ask, the director of development,
the institution's leader, one of the prospect's peer group, a senior volunteer,
or perhaps a representative of the project that stands to benefit.
It may be appropriate for more than one person to attend, but
be careful not to overwhelm the prospect.
It should be someone with whom he or she has a positive peer to peer relationship.
It helps if the asker is also a donor.
Never ever surprise your prospect.
If your potential donor is surprised you are asking them for money,
something is amiss.
In your first contact, make it clear that you're interested in talking to them about
your cause and how they might get involved.
Show interest in them as a person, but clarify that there is a deeper purpose for
your visits.
Here is how you can test for readiness for your prospect.
First, I remember you saying that providing scholarships and
financial aid for worthy students is important to you, is that right?
Secondly, as you consider making a real difference for
students of the University of California, Davis, what projects or
priorities have the greatest appeal to you?
Finally, we would like to come and
speak with you over the next few weeks about investing in our organization.
Who should be part of that conversation?
Your prospect has agreed to visit to discuss a gift.
It is time for your team to begin preparations.
Anticipate the prospects's questions and potential objections.
Practice using open and closed ended questions.
Think through appropriate questions for
each type of situation prior to the meeting.
Location is strategic.
Do avoid meeting at restaurants.
If the server approaches the table immediately following the ask,
the moment may be lost.
Pick a place that will allow you to speak freely without distractions or
interruptions.
Have team members rehearse a solicitation script.
Think through various scenarios and practice responses so
that everyone will be comfortable and involved.
Everyone should review the solicitation kit, read the proposal and
know the specific amount and solicitation agenda prior to your meeting.
Are you prepared to be able to read the situation?
Think on your feet and respond appropriately.
You cannot prepare for every response.
But good preparation, discussion around possible scenarios and
support from your colleagues in advance of the ask, will all be helpful.
In any personal encounter, the opening largely will determine the outcome,
whether asking for a date, talking with a colleague, or soliciting a major gift.
The opening need not be awkward.
This is a time to exchange pleasantries, to engage in meaningful interaction
not directly associated with the purpose of your visit.
It's like slipping into a warm bubble bath rather than just
jumping into a hot shower.
Begin discussing a few universally common themes.
They can include the weather, family and friends, business associates,
acquaintances or situations.
Finally, current events, sports, business, social, or cultural.
One primary goal of the opening is to put your prospect at ease.
One of the most effective ways to involve and engage the prospect is to talk about
the prospect's favorite subject, themselves, as soon as possible.
Make your opening as dynamic and intriguing as possible.
Be warm, friendly, carry a smile and give sincere compliments whenever possible.
Never talk to a prospect, but rather talk with them.
Ask for responses and listen closely, and reinforce with positive statements.
By drawing a prospect out, you have a better chance at bringing him or
her into a meaningful relationship with your organization.
Involvement is key.
Always speak from the prospect's point of view.
Always ask for reactions.
And above all, talk about his or her accomplishments.
Once the pleasantries are waning, make a transition.
Let the prospect know that the topic has changed to something more serious by
saying something like, listen,
I want to talk about something important or, Jane, I need your help.
Then make a connection between your personal connection with the organization
and theirs, if they have one.
For instance, Jim, as you know,
I've been on the board of the Farmer's Assistance Fund for three years now.
Or Coleen, you have been to three events at the Rising Sun School now and
have volunteered.
Then proceed to the questioning phase.
After getting the prospect's attention in the opening,
your task becomes keeping that attention and deepening his or her involvement.
This is accomplished through questioning.
Questions are wonderful things.
They allow you to talk with rather than to the prospect.
Questions force the prospect into involvement.
Good questions fall into a number of categories.
Questions calling for a feeling response.
Fact-finding questions that verify your research.
Challenging new questions that help uncover your prospect's motivations
and needs.
Questions following a statement.
You can draw a prospect out by making a statement you heard from a respected third
party, then following with, how do you feel about this?
Open-ended questions to invite suggestions, to garner opinions,
attitudes, beliefs and to seek a greater understanding.
For example, if you want to gauge your prospect's interest, you might ask,
what did you think about last night's auditions?
Finally, close-ended questions to seek agreement and
move the discussion towards its conclusion.
For example, did you have a chance to review these plans?
Always use closed ended questions when asking for a specific amount.
We'd like to request a gift of $100,000 from you for
this project, can you do that?
At this point in the conversation,
using an open-ended question could be disastrous.
If you ask,
we're here to ask you to support this project, how much would you like to give?
The result could be a far smaller commitment than you had planned.
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