Interestingly, earlier this month Penelope Burke shared some important observations of the market right now worth repeating:

• More and more fundraisers are changing jobs as the economy recovers.
• The average tenure of a fundraiser now is 16 months!
• Costs (both direct and indirect) for finding a replacement can top $100,000!
• The most cited reason for change of job? Wanting a salary increase.

Pretty startling stuff.  The conclusion?  If you are in a position to promote a current employee, DO IT. Continue to train, nourish and develop your own. Do everything you can possibly do to provide flexibility for work/life balance. Keep your people.  Promote from within.

For those of you who do not have in-house people to consider, be sure to structure your process to test and confirm credentials, experience, competencies and skills. In addition, be sure to explore the candidate’s intentions, self awareness, curiosity, maturity, listening skills and emotional/social intelligence.  Be careful to ensure that the best candidate brings both sets of critical competencies. Consider “fit” with your organization and your donors.

Here are some of my favorite questions to probe these issues:

• What is your fundraising philosophy?  How did you get started in the profession and why?
• What is it about our organization and it’s mission that excites you?  Inspires you?
• Tell me about your greatest achievement as a fundraiser and why.
• What competencies do you bring to this role?
• What is your leadership style and philosophy when it comes to working effectively with board members and volunteers? Talk about your thoughts on board involvement in fundraising.
• Talk about your view of the relationship between the lead fundraiser and the President / CEO. How do the roles differ? How do they complement one another? When has this worked well for you?
• How do you resolve conflict?

Other notable observations:

• Does the candidate listen well?
• Does this fundraiser “meet and greet” well? Do they readily engender trust and confidence?
• Do they have self confidence?
• Are you comfortable with them?
• Are they curious?  Did they ask good questions?
• Can they articulate their own narrative? Do they appear to know themselves including their strengths, weaknesses and areas for improvement?
• If you were a donor, would you respond positively to a gift request? Would you want them to visiting your parents?  :)
• At the end of your time with them how did you feel?  Would you want to spend time with them again?  Did they exude energy?

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As always I welcome your thoughts and reactions at: Deb@philanthropiapartners.com

“There is a body of knowledge in fund development.  Your job is to know it and share it.  When bosses and boards don’t understand this, it could be a crisis.”    Simone Joyaux

Perhaps this was the quote of the year.  Consider this:

Birmingham-Southern College recently hired its 4th Vice President of Development in a year.  In West Michigan alone, there are at least a dozen significant development positions listed, many of which are going unfilled, while more are being added each week. Professionals who are seeking employment are reporting more rigorous, wide-ranging and often inappropriate questions and requests during the interview process than ever before.

• “How many donor prospects can you bring with you?”
• “Well, we’re not sure we’ll have a budget for this position; we’re still trying to figure that out.”
• “Can you present a five-year plan in a powerpoint presentation at your next interview?”
• “Our CEO isn’t interested in fundraising, but feels it will be easy to do.”
• “We’d like a mini-feasibility study presented from each of the candidates.”

In addition, many search committees are often comprised of well-intended people, but often they do not understand the profession, which ultimately renders them ineffective in evaluating candidates.  I spoke to one woman recently who indicated she would not even look at a position unless a search firm was involved.

What’s going on?

One can only conclude that we have entered into a period of employment search that often has the wrong people on both sides of the table.  How long will it last?  Is this here to stay?  Hard to say.

For purposes of this blog, I’ll simply offer some advice and specific questions for those of you who are seeking new positions.  And always remember, these processes go both ways!  Sure, be ready to share your experience, credentials and desire for the position.  That’s all good.  But, do your homework. Read their 990.  Review their Board of Directors list.  Google search their most recent headlines.  Repeat the same questions to multiple interviewers.  Test for consistency.  In other words, “audit” the organization in your interviews.

Here’s a list of helpful questions that have proven worthy over the years.  Be sure to send me others that should be added.  And, for those of you old enough to remember the hit TV series Hill Street Blues, heed the advice of Sergeant Phil – “Let’s be careful out there!”

Here we go:

• Is this a new position?  If so, why is it being created now?  If not, why is it vacant?
• What are the top 3 qualities you are seeking in a candidate?
• Tell me about your governance structure and your Board’s involvement in fundraising.
• If the position is offered to me, why should I accept it?
• Talk about your organization’s fundraising success, and where you would like to see it go?
• How does fundraising fit into your current or new strategic plan?
• Talk with me about your expectations for this position, how you came to them and why you feel they are realistic.
• What resources will I have at my disposal to achieve the fundraising goals?
• What are the top priorities for this position in the next 6 to 12 months?
• What are the next steps in this process?

As always, chime in with your reactions and experiences. Deb@philanthopiapartners.com

Just 11 months ago, I sat down with CEO Leann Arkema for a few minutes to learn more about how this incredible concept came to life.  It seems appropriate to share this once again for those who missed it first time around.  As you’ll soon realize, not only is LaughFest an example of a smart and profitable event, the story behind it illustrates her exemplary leadership.  Leann has led Gilda’s Club since its inception thirteen years ago. Here are some highlights from our conversation:

How did the idea for LaughFest germinate?  Tell me about the moment this idea “stuck.”

Leann:  Well it wasn’t a simple process.  In fact, we worked as a group for more than two years to come up with “the” event to celebrate Gilda’s Club’s 10-year anniversary in Grand Rapids.  We had made the decision early on that the bottom line was to stay true to the mission and spirit in which we opened our doors 10 years ago – to share Gilda Radner’s gift of laughter, and the permission to laugh even during a journey with cancer.  So several times, we had to take a step back and make the tough decision that we just weren’t ready.  I wasn’t okay with doing an event just to do one.  We had to wait until we knew it was the right thing.

With that focus, we regrouped in 2008 and collectively focused on what people experience when they first come to Gilda’s Club.  Walking through our red door the first time is the hardest – the time when you have to admit that you have cancer.  But what people find on the other side of the door is life and laughter.  We give them the permission to laugh, even in the face of cancer.  People find their smile again.  That’s huge – how do you communicate that through an event?

Keeping that focus – that we all laugh and we all cry as we go through major transitions in our lives, we knew that any event we did had to express that common bond.  We had to start that dialogue about emotional health and how imperative laughter is in keeping us emotionally healthy.  So as all that came together, we also knew that our tenth anniversary was our chance to introduce ourselves to a whole new group of people.  Unfortunately, the impact of cancer will be increasing significantly with our aging population; so, the need for what we do is growing.  To keep our doors open, we need our community to understand what we will be facing over the next ten years and the exponential need for our program.  To meet this need, we need to build awareness and increase our donor base.

So with all of that information, we worked together.  I’m a strong believer in collective wisdom – which is a part of our philosophy here at Gilda’s Club.  What came out of our group was so much stronger than any one person could have created.  We started with comedy, obviously because of our connection to Gilda Radner.  Yet, it took a lot of dialogue to realize it wasn’t about comedy – it was about laughter, and celebrating what laughter does for our emotional health.  Once we focused on creating a festival celebrating all kinds of laughter related events, we knew we had come up with a game changer – a really big and unique representation of Gilda’s Club.  From then, it all fell into place.  Our board was totally supportive and engaged.  Our staff just dove in and lived the frenzy.  In just three months, with an amazing amount of work with an incredible team of staff, volunteers and investors, we put it together before launching it to the public in November 2010.

Were there any roadblocks that you had to overcome?

Leann:  Sure.  Looking back, I am in awe and humbled that it happened and went so well.  With an event of this size – 210 events, 60+ performers, an effort to engage every demographic – we learned a lot along the way.  We had people tell us they didn’t think a festival of this size would work.  So, we listened and asked a lot of questions and put to use some very good feedback.  We had posted the yellow smiles everywhere around the area and during our build up before the announcement and before the smile was connected publically to Gilda’s Club, some of the signs were being turned upside down into frowns because people didn’t know what it was about.  Once the smile was connected to Gilda’s Club and our cancer mission, people jumped on board and those frowns got flipped to smiles again.  There were just too many good things going for us.  It all came together – ideal timing (who doesn’t need a good laugh at the end of winter in West Michigan?), big comedy names, and then 1,000 volunteers.  Early in our planning, we were able to book Bill Cosby then Betty White.  We said “We have a LaughFest now!”

Who “fed” this idea once it was out there?

Leann:  So many people are to be thanked for that.  We had an amazing and talented team of staff and volunteers.  We were very strategic about our use of social media – which took off and grew on its own eventually.  We had wanted to get people’s attention, but we never anticipated the media frenzy – which helped spread the word in ways we could never have been able to orchestrate or afford on our own.  Our board and sponsors who are so passionate for our mission applied that passion to the details of the event.  Most of all, we saw how we were reaching people when we talked to the families we serve. We knew our message was getting out when a young mom come to us when she had been diagnosed with terminal cancer.  She walked in the door saying she was coming so that she and girls could find their smile back.  That’s what this is all about.

How has LaughFest helped Gilda’s Club and what’s next?

Leann:  LaughFest was exactly what we needed in terms of visibility.  We filled more than 55,000 seats with people from 25 states and even Canada.  We had so much media coverage and social media chatter.  Our website saw more than half a million hits.  More than 1,000 volunteers helped.  Most importantly, we had an opportunity to share our mission with people who were not yet familiar with Gilda’s Club.  At nearly half of our free showcases, we had to turn people away because there was no more room.  As a result, we have already seen an increase in families coming through our red door.  And we’re ready for them.  We knew this Festival might spark increased usage of our program, and we readied ourselves for that potential growth.  We’re helping more people find their smiles again.

As for what’s next, we’re taking our time with that.  We were so purposeful in the planning that we have to keep on that course and keep our purpose in mind.  And just because something worked once doesn’t mean you automatically should do it again.  Everything we do here has to be about our mission.  So we’ll keep evaluating and make sure that we maintain that focus.  Interestingly with this Festival, we need to talk with the community too; as really, the community owns this event now.

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We are so happy LaughFest is back and love the humorous promotional photos of GR Mayor George Heartwell and Dave and Carol VanAndel  shot by GR’s own Brian Kelly.

For more info connect:  LaughFest!

P2:  How many years have you been in the nonprofit sector?

Deb:  It has been 25 years!  During those 25 years, I’ve served as a program director, an executive director, a chief development officer and consultant.

P2:  And how many years have you been a member of AFP?  Why do you remain a member?

Deb:  I’ve been a member of AFP for 17 consecutive years.  I strongly believe that AFP has been, and remains the most relevant professional organization for fundraisers in the world.  They provide access, relationships and thought leadership for 20,000 + worldwide members.  No matter my organization or role, AFP has always been a relevant resource for me.  I encourage all fundraisers to join if they haven’t done so.

P2:  What are some of the biggest changes you’ve seen in fundraising over the years?

Deb:  There are many — but three significant changes stand out.  For one, the competition for the philanthropic dollar has become fierce.  This competition requires organizations to be sharper with their messaging, more intentional with their relationships and more transparent in their leadership than ever before.  Differentiation is paramount.

Secondly, the level of professionalism and body of knowledge in the field has exponentially increased. This has been a direct result of professionals seeking and obtaining the CFRE as well as the ACFRE credentials.  And now there are a myriad of colleges and universities offering a wide variety of classes, internships and degrees in the field.

Finally, the emergence of technology has been mind boggling.  It has allowed nonprofits to engage their supporters and constituents in ways they never thought possible.  It has also allowed organizations to communicate in real time — which is particularly helpful for those issue-based organizations working in the arts, politics, social justice, civil liberties and the like.

P2:  You are quite active in social media.  Can you share some thoughts on that?

Deb:  The world has changed.  We need to change with it.  I believe it is the kiss of death to be viewed as “pre-digital” whether you’re a consultant or nonprofit professional.  With Facebook approaching a billion worldwide subscribers, there’s simply no room for continued denial of its impact or excuses to remain on the sidelines.  I regularly use social media (Facebook, LinkedIn, Twitter) to connect with clients, potential clients, colleagues, donors and friends.  I also use it to share ideas, content and perspectives.  It has become such an integrated part of my life and practice, I can’t remember being without it!  I should also mention that using social media is FUN.

P2:  Talk about what you are seeing with younger donors.  How are they different?

Deb:  The younger donors remain steadfastly committed to one core value that their parents and grandparents did — that is, that philanthropy is very personal.  They want to support causes that manifest their values and impact issues they deeply care about.  They do not want to be told what to support and not support.  They are also volunteering their time first, then providing financial support.  In addition, the time they do give is often short in duration — more episodic in nature.  Not surprising, younger donors also want direct access to decision makers.  They have strong opinions and they want to share those opinions.  Finally, younger donors are interested in impacting specific issues — they are not loyal to specific institutions or organizations as their parents were.

P2:  What is a good lesson you’ve learned while continuing to fundraise in one of most turbulent climates we’ve seen?

Deb:  There are important lessons we can all learn.  Some say that the next decade will continue to present a challenging giving environment.  It is important that we stay focused.  Don’t dwell on negative news.  Ask.  Bring your donors closer to your organization during these times.  Elevate the level of personalization in terms of how you engage with donors, be it face to face, email, a hand-written note, or Facebook for example.  At the end of the day, this work is about consistently endearing yourself and your organization to the people who can help make the dreams come true.

P2:  What are some tips when talking with donors about prioritizing their giving?

Deb:  When talking with donors about their giving I ask them about their overarching values and issues they care deeply about.  How would they like to see those issues impacted?   What role would they like to play and where and how much do they want to be directly involved?   Do they want to have local, regional, national or global impact?  What organizations are best suited to carry this out?   You may be surprised how much your donors enjoy talking about this as well as sharing how your organization fits into the plan.

P2:  To someone who is new to fundraising fresh out of school, what would you recommend they do to get a good start and relevant experience?

Deb:  One of the most important things they can do is volunteer. Volunteering for other organizations makes you a better staff person in your organization.  You’ll pick up experience and skills along the way you might not otherwise have.  When I was younger, for example, I wanted to learn how to conduct capital campaigns so I volunteered on one.  It was such a valuable experience.

I also encourage them to join their local AFP chapter and their young professional networking groups.  For me, getting involved with my local AFP chapter changed my life.  In 1999, I was part of a national contingent that served in Russia, spending time sharing best practices with our colleagues there.  It was a humbling experience and I learned to do much with little from their example.

I also suggest getting a Master’s degree.  There are an abundance of programs that offer credentials and certificates in nonprofit management and fund development.  In the Midwest alone, we have two great institutions — The Center on Philanthropy at Indiana University and our own Dorothy A. Johnson Center for Philanthropy at Grand Valley.

Finally, know how to write and speak publically.  That seems simple, but you’d be surprised how many students graduate without these refined skills. It is so critical to be able to speak articulately to donors, to a board, to the media — to be able to clearly articulate your ideas. Writing is also essential for grants, board reports, annual reports, blogs, case statements and more.

P2:  What’s your definition of a perfect day?

A perfect day for me is when a client has a breakthrough.  They get better. They increase their capacity for even greater impact.  That’s about as good as it gets.

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As always, feel free to chime in:  Deb@philanthropiapartners.com

So the idea he proposed was simple, pulling from one of the country’s leading corporate consultants, Andrew Sobel.  Sobel wrote a piece called Peer or Supplicant in which he discusses a scene from a popular movie.  Sobel focused his comments on a corporate situation.  Jerry then transposed some of the words to indicate a development staff person and donor. I added some additional perspectives from inside the head of the development professional.  Follow along.

In ‘The King’s Speech‘— a truly outstanding film that fully deserves all the accolades it has received— there is a telling scene where the future king meets with his new speech therapist for the first time.  The therapist asks the Duke of York (who later becomes King George VI), ‘What shall I call you?’ and he replies, ‘Your Royal Highness the first time, and then Sir.’

The therapist then says, ‘I shall call you Bertie,’ the Duke’s most private nickname used only by royal family members.  The Duke is utterly aghast at this, but the therapist insists because in his office, he and his patients are equals.  The insistence that he— a lowly commoner— and the future king be on a level footing sets up what turns out to be an extraordinarily therapeutic relationship.

A common mistake a fundraiser makes in building a relationship with a probable donor is coming across as a supplicant or subordinate.  ‘Thank you soooooo much for your time, I know how busy you have been . . .’ is a line I have actually heard many times.

If you do not meet the donor as somewhat an equal and professional advisor, you will never be a trusted resource counselor.  Don’t say, ‘Thank you so much for all your time.’  Rather, ‘I am delighted we could meet today.’

I agree whole-heartedly.

As a fundraiser, it is essential that you approach your donor relationships with confidence.  It is absolutely critical that you truly believe you have something to offer – that you are a facilitator of good – a portal of sorts – through which the donor can express themselves.  If you approach the work this way, it will be evident in your voice, your stance, your posture and your demeanor.  The key is that it has to originate from your insides – from your heart AND head!

This insightful perspective is an opportunity for you in the New Year.  Throughout 2012 imagine yourself on equal standing alongside your donors.  Dare to fully appreciate your role and the power within it.  If you do, your relationships will bear fruit beyond measure.

“I shall call you Bertie” indeed!

Like so many in our community, I was deeply saddened to hear the news of the passing of Fred Meijer over the Thanksgiving weekend. Almost immediately, hundreds of thousands of people began reflecting on his widespread impact on our lives and our region, including me.  And, while much has already been said and written about him, I wanted to pay a personal tribute – hence the beautiful and simple word cloud you see here.

As I was creating it, I was reminded of Stephen Covey and his famous book, The  7 Habits of Highly Effective People and specifically Habit #2,   “Begin With the End in Mind.”  What he meant by this was quite simple:

“How different our lives are when we really know what is deeply important to us, and in keeping that picture in mind, we manage ourselves each day to be and do what really matters most.”

Fred Meijer did this.  He lived this.   

As the word cloud was taking shape, and the colors poured in, I began to wonder what people would say about me.  What words would be used in my word cloud?  Would they be the words I wanted? Am I living and managing each day to be and do what matters most to me as Fred did?   Further, what would your cloud look like?  Would it reflect your values?  What themes and words would be in that colorful box?

Yes – this month’s blog post is indeed simple and to the point….presenting far more questions than answers.  Driven by the need to provide a simple tribute to Fred, the life he led and the legacy he left.  We can celebrate him and learn from him. And so it will be.

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As always, feel free to join the conversation at:  Deb@philanthropiapartners.com

The most generous time of year is upon us!  The months of November and December often allow some time for pause, reflection and the opportunity to see the familiar in a different light.  Such was the case for me last week on two different occasions.  The first was reacting to the Donor Bill of Rights which is considered in the field as the Holy Grail for fundraising professionals.  The second was reframing the familiar Bible verse and quote, “To Whom Much is Given, Much is Expected.”  This juxtaposition inspired me to share my new perspectives in this month’s blog post.

Consider this:  The Donor Bill of Rights is sent out each year by the Association of Fundraising Professionals (AFP) to all members wishing to renew their membership.  As a condition of membership we are required to sign off and indicate our commitment to these principles in an effort to facilitate respectful, professional and transparent relationships with donors.  As I was sitting in my office, I read through the one-pager as I have in each of the past 17 years.  But for whatever reason, the document felt new to me.  I realized that I was relating to each of the 10 points from a very different point of view.  While this document was created by AFP and other respected fundraising bodies as a guide for nonprofit organizations, I realized it should also  serve as a guide for donors in evaluating the performance of the nonprofits they’re supporting.       

To that end, as I was preparing to send in my annual support for organizations I hold dear, I found myself grading them against the Donor Bill of Rights.  It was a great exercise. For example, the 10^th donor right is “To feel free to ask questions when making a donation and to receive prompt, truthful and forthright answers.”   Or the 2^nd  which is “To be informed of the identity of those serving on the organization’s governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.”   Or my favorite the 7^th – “To expect that all relationships with individuals representing organizations of interest to the donor will be professional in nature.” It was a valuable experience and in each case, affirmed my decision to continue my annual support.

I encourage you as a donor to use this document as a guide and report card for organizations you support.  As you proceed, if you don’t feel entirely confident with the organizations’ performance against any of the ten rights, pursue it.  Ask to meet with someone from the development office.  In most cases, your request should be received favorably – and the relationship can deepen as a result.  If not, you may want to reconsider your support.

I am sure you are familiar with the passage from Luke 12, which reads, “To Whom Much is Given, Much is Expected.” This is often quoted to encourage people of means to give of their bounty.  In other words, if you’ve been blessed, you should pay it forward.  Well, this time I looked at this from an organizational point of view.     

If you are leading or working in an organization to whom much is given, then much is expected! After all, it is an honor and privilege to receive philanthropic support for the greater good.  Much is expected in terms of leadership, integrity, transparency and responsibility.  Institutional behavior matters.   Donors and constituents expect you to consistently conduct business in a way that would make them proud – that engenders trust and confidence – that would make your organization worthy of their support.

Believe it or not, the thoughts for this blog post were brewing before the Penn State and Second Mile situations exploded in the national press.  I can’t help but think of the donors who gave faithfully and generously to both institutions.  Their trust has been shattered – perhaps beyond repair.  In the same week of heart-wrenching news, William (Bill) Aramony, the disgraced former chief executive of United Way, passed away from bone cancer.  I worked for the United Way at the time of this scandal. His behavior and misuse of donations damaged the organization in countless ways.  He violated the Donor Bill of Rights and the stewardship standards.  Again, as organizational leaders, people trust us with their hard-earned money – their family legacies.  To whom much is given, so much more is expected.

Take a bit of time to ponder these thoughts. If you are a nonprofit leader, take stock. If you are a donor, examine your rights and privileges.

For me, these past few days have allowed me the opportunity to come away with an even deeper commitment and understanding of these principles.  And, increased urgency to exhort nonprofit leaders and donors to practice philanthropy in the manner it so richly deserves.

As always, I encourage you to chime in:  Deb@philanthropiapartners.com 

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Donor Bill of Rights

I. To be informed of the organization’s mission, of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes.

II. To be informed of the identity of those serving on the organization’s governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.

III. To have access to the organization’s most recent financial statements.

IV. To be assured their gifts will be used for the purposes for which they were given.

V. To receive appropriate acknowledgement and recognition.

VI. To be assured that information about their donations is handled with respect and with confidentiality to the extent provided by law.

VII. To expect that all relationships with individuals representing organizations of interest to the donor will be professional in nature.

VIII. To be informed whether those seeking donations are volunteers, employees of the organization or hired solicitors.

IX. To have the opportunity for their names to be deleted from mailing lists that an organization may intend to share.

X.To feel free to ask questions when making a donation and to receive prompt, truthful and   forthright answers.

Over the past 24 years friends, colleagues and various volunteers have humorously noted that I have certain little sayings I quote to illustrate ideas or make a point.  Some call them maxims or axioms, tips for success or adages.  Some have called them proverbs. They have even been called “Minton-isms” or “Little Mints” (which is my personal favorite!)  Whatever your preference, they’re right!   I do have a list of truths which have stood the test of time through the years.

I’ll be the first to admit – these perspectives have not come easy.  Truth be told, acquiring them has been at times difficult, unpredictable, exhilarating, and rewarding. They come from years of fundraising as a volunteer, board member, staff person and consultant. They’ve been realized while conducting annual campaigns, capital campaigns, start- ups and special projects.  They’ve been developed while working and studying in geographies near and far such as Detroit, New York, San Diego, Washington DC, Oklahoma City, Houston, Atlanta, Montreal, Mexico and even Moscow. And they’ve been tested while working alongside some of the brightest thought leaders from the public, private and nonprofit sectors. Best of all, they’ve been gathered while working with incredibly generous philanthropists of all stripes contributing to the greater good.

So I thought I would pass along some of these in this month’s refreshMint blog. I stand by them and firmly believe they’re priceless for those who wish to have success and longevity in this work.  Here goes the top 13.

• Mint #1 – Less is More.  When staff and volunteers are preparing for a solicitation call, sometimes it can be daunting.  Often we get bundled up in what we are going to say, which numbers we’re going to present and what documents to bring.  This is important, but often there’s too much focus on us!  Take it down a notch.  Instead of four handouts, bring one or two.  Leave them in your briefcase until needed.  Engage with your donor eye to eye.  Visit.  Get to know them.  Talk.  Listen.  Ask questions.  In most cases you’ll agree, less is more.
• Mint #2 – Listen.  When visiting with a donor, listen.  Ask important questions.  What do they value?  What do they want to accomplish through their giving?  What is it about your mission that resonates most with them?  If you do this effectively, they will guide the conversation and your next relationship “move” will be obvious and appropriate.  Know when to stop talking.
• Mint #3 – You Don’t Get if You Don’t Ask!    I can’t tell you how many times I’ve heard staff and volunteers return from a visit only to report that they didn’t quite get to the ask.  If in fact, your relationship with the donor has appropriately advanced to the request stage – get it out on the table. Invite them to invest.  Ask for a specific gift amount.  Your job is to provide a portal for them to manifest the good they want to do.  Ask!
• Mint #4 – No Meeting = No Money.  Feel free to disregard the previous 3 Mints if you don’t have a calendar loaded with donor visits.  Your calendar ultimately reflects what you value.  At the end of the day, if you are not out purposefully visiting with donors every day, you will not be successful.  Period.  Set a goal to meet with a specific number of donors per week.  Measure your progress against that metric. No meeting?  No money.
• Mint #5 – We are Competing for Market Share of the Brain!   Take a minute to think about volunteers and how incredibly busy they are.  Don’t assume your organization is their top priority.  Your volunteers are thinking about their families, their spouse, their work, their health, their finances, aging parents, their kids, what they’re having for dinner…..THEN, maybe your organization.  And, on top of all that, they are likely volunteering for other organizations in addition to yours.  My point?  Compete for them well.  Treat them well.  Use their time effectively. Give them meaningful assignments.  Listen to their ideas.  Respect what they bring.  Match their talents and interests with what your organization needs.  In other words, get them into their volunteer “sweet spot” and keep them there.  If you steward them well, they’ll be with you for a long, long time.      
• Mint #6 – Lead While Appearing to Follow.  Working with volunteers is an interesting experiment in human relations.  In fact, it is an art form if done well.   Think about it.  You do not hire, fire, promote or demote volunteers.  It’s a voluntary, mutual relationship.  A volunteer can do their best work when you set them up for success.  Give them great ideas to react to.  Give them goals they can attain.  Give them assignments they can complete.  Give them recognition they deserve.  Give them actionable steps to the finish line.  Coach them.  Earn their trust and respect.  Always put them in a position to win.  (By the way, this is a nice way to lead your staff as well!)
• Mint # 7 – We are Whole People.  You’ve heard the old adage, “Board members and volunteers have the primary responsibility to give and get.”  I would never want to be viewed in such a shallow dimension, would you?  Out with it.  Our volunteers, board members and donors come to us with multiple dimensions of “capital” to share.  Yes, financial capital, but also relational capital, and intellectual capital.  Take a holistic approach.  Encourage them to look at themselves holistically.  Ask them to leverage some of their relationships for you.  Ask them for their best thinking and intellect.  Ask what they can share with your organization in each of these areas. They’ll be delighted to think about this and partner with you in executing their answers.
• Mint # 8 – Develop Your Personal Leadership Style.  When people ask me the origins of my leadership philosophy, I readily share that my primary influencers were Stephen Covey, Dale Carnegie, Jerry Panas and Michael Brennan. I pull particular lessons from each of them every day.  When I’m stuck on an issue, I take a few minutes to recall their work, reference their book or recall a situation we faced together.  What would they say?  What would they do?  For example, Covey was influential in helping me “begin with the end in mind,” and to be proactive about self- renewal.   Carnegie?  His books and course taught me the value of listening more effectively and articulating my ideas more clearly.  Panas is the ultimate optimist and abundance thinker.  Brennan taught me about loyalty and long term relationships and the importance of asking for help.  Who are your influencers?   There are so many great thought leaders out there and likely many around you.    Identify the ones who resonate with you and lead in your own authentic way.
• Mint #9 – The Little Things are the Big Things. Do you remember the last time you received a hand-written thank you?  A personal phone call?  A special thank you gift?  A note of encouragement?  I bet you do – because when people take the time to personally reach out, it makes an impact.  Your actions communicate “you matter to me.”  When you’re working with donors, volunteers and your staff, remember you can never do enough of this.  If it doesn’t come naturally, that’s okay.  Put a note on your calendar to prompt you and soon it will become a regular practice.  Take time to do the little things.
• Mint #10 – Be Loose, but Productive. Laugh.  Celebrate.  Exhale.  Find the humor in the daily stuff.  Put a “good news” bell in your office and ring it when something great happens.  Gather people together to share the news.  Play a (kind) practical joke on a coworker. Make a list of the strange experiences you’ve had on the job that can generate a belly laugh years after it happened.  Whatever is appropriate for your situation, make room for humor.  You’ll be amazed how much more productive you and your team can be.
• Mint #10 – Be Present.  I vividly remember a key volunteer I worked with several years ago – a CEO from a global company who was serving as the chair of our campaign.  No doubt he was the busiest person I knew at the time, but regardless of the circumstances, when we sat down for a meeting, or had a big event to kick off,   he was there.  He made each of us feel that our work was the most important thing.  I try to emulate him – to have that uncanny ability to let the previous events of the day go, and not to rush to the next.  Be where you are.  Be present.
• Mint#11 – Think ABUNDANCE!  Don’t fall into consistent negative thinking.  Don’t allow yourself to be surrounded by it.  This is a conscious choice you can make.  Be positive.  Think opportunity. Think abundance.  If you are consistently saying (and thinking) “We can make our goal,” or “We are going to experience success” or “There is a way to do this.”  It will become your truth.  It will become your reality.  Others will want to be a part of your circle.   It will increase your influence.
• Mint#12 – Protect Your Emotional Capital!  My clients hear this often.  The work we do every day is challenging and requires a tremendous amount of energy.  The strength we maintain as professionals is directly related to how we protect and grow our own emotional capital.  That is, to take of ourselves.  Strive for balance.  Take time to rejuvenate.  Take your vacation time and unplug.  Confide in a friend, counselor or professional group.  Read.  Whatever it is, take the necessary time to do the things that are restorative for you.  It is simply not sustainable to be feeding and supporting others 100% of the time.  Invest in yourself.
• Mint # 13 – Get Out of the House!  Often some of the best ideas are attained from new experiences.  Read something different.  Meet someone new.  Host a meeting in a different venue.  Explore thought leaders from other sectors.  Some of my favorite activities include attending a TEDx conference or watching live streams from other TEDx cities; reading FAST Company magazine or the Harvard Business Review;  Exploring books by Seth Godin or Dan Pink to name a few.  Ask others what they’re reading and experiencing.  Don’t be afraid to step out.  If you feel like you’re in a rut, you are.  Get out!

Do you have some Mints to share?  Pass them along.  I welcome your thoughts and additions.  Chime in @ Deb@philanthropiapartners.com

Each and every month I am confronted with the challenge of selecting a single topic amongst a myriad of potential topics to include in my refreshMint blog posts.  It’s a real struggle sometimes. My readers have come to expect themes related to leadership, innovation, organizational messaging, attitude, major gifts strategy, coaching….pretty practical stuff.  This month however, I was stumped.  Nothing stood out.   I pulled close to my computer, exhaled and looked up at the screen.  Nadda.  I left. I took the dogs for a walk.  I came back.  Drank a diet coke.  Nothing.  Then (thankfully) out of nowhere, I heard that familiar little “bling” indicating the arrival of a very important email.  When I opened it up, I realized right then and there that my September blog theme had just been delivered!  There it was.  And, though it doesn’t offer much in practicality, it’s a great story and one I’m compelled to share.

That unexpected email served to beautifully illustrate the life-changing, high impact nature of our work in philanthropy.  It delivered the perfect ending to a story that started for me nearly two years ago.  You see, prior to founding Philanthropia Partners, I served as the Vice President of Development for the YMCA. During my tenure there I had the privilege to travel to Leon, Guanajuato Mexico with two of my fundraising colleagues and a key volunteer.  It was December, 2009. Our assignment? To provide our YMCA colleagues in Leon with structure, sequence, strategy and hope in their extraordinary first-ever endeavor to raise capital dollars for a new YMCA for their community.  For those of you unfamiliar with Leon, it is centrally located in Mexico, with approximately 1.4 million residents.  And although they had many resources to enjoy, the families were in need and the success of the project, paramount.

My colleagues and I were excited to share best practices and showcase basic campaign elements. We discovered however, we had some barriers to overcome.  First and foremost was the language barrier.  Only one of our team members was fluent in Spanish, thus each concept and discussion took an extraordinary amount of time.  Secondly, the cultural differences between US capital donors and those in Mexico are vast.  For example in Mexico, people are modest with their wealth and do not seek or want recognition, unlike the US where “naming” gifts abound.  Finally, the board members were very new to the concept of capital fundraising so it took some time and effort for them to get comfortable with the purposeful inquisition and language involved.

Despite our challenges we forged ahead – morning, noon and well into the nights.  It was exhilarating and exhausting.  We met for four intense and amazing days.  As we progressed, we felt something really magical transpiring.  We could see that they were really grasping what we were sharing.  We did some role playing and laid out basic steps to help organize their campaign.  But it was when they toured us through the site that things really came together.

The key leader from Leon was the local YMCA executive, named Bruno.  Bruno and his son, Ernesto walked us around the existing YMCA facility.  You can see from the photo that it was barely more than an aluminum shed in the middle of a public park.  It was formerly owned and used by the city to store lawn equipment.  When it was slated to be razed, the Y requested it, and they were using it well.  Kids and families were enjoying spin, aerobics, zumba and even Taekwondo classes. It was so impressive to see how well they were utilizing such a limited space.

Then Bruno and Ernesto walked us through the fence and into a large, adjacent field.  At the corner, it had a sign which read, “Future Home of the YMCA.”   Bruno pointed to the middle of the lot and told us that he envisioned the exercise studio there.  And in the corner?  A gym.  The current soccer field, a dirt lot with no markings at all, would someday be a beautiful grass sports field with lines, nets and goals, he told us.  While we stood outside on the warm breezy day, it occurred to me that we were standing in their field of dreams.  Quite literally, Bruno was visioning the new YMCA in front of our eyes and yes, we could tell then and there that their efforts would be a success.  The passion was there.  And, with our simple tools they were equipped to succeed.

I immediately encouraged Bruno to bring all of his potential donors out onto that field and share the dream.  Raising money for this project was not about being locked down in an office or pouring over blueprints.  It was about standing where the dreams were alive and actively engaging others in it.

That trip really brought about a very unique connection.  It was hard to leave.  I wanted to stay and see the dream realized – to work that campaign.  But I knew however, that our role was to plant seeds of hope, provide structure, clarify purpose and lend sequence to their work.   I left with very hopeful and positive feelings that what Bruno so vividly described for us would someday come true.

It did.  The email that I received was loaded with photos – beautiful, life-giving photos of a spectacular YMCA!  They recently dedicated the Y on that very field.  They did exactly what we coached them to do.  They plugged their volunteers into the formula we provided and added the passion to make it happen.  The new YMCA is a clean, bright and inviting space where kids and families can be healthy and strong together for years to come.

Seeing the photos was very personal and moving for me.  I have heard it said many times that philanthropy work often involves planting trees under which you may never sit. This is the case.  I hope to go back to Leon someday to walk that field again.  But if not, that’s okay.  It’s enough for me to quietly celebrate their accomplishment from afar and recognize how thankful and fortunate I was to have been a small part of it.   Field of dreams indeed!

Interestingly, as I perused the r.s.v.p. list, I discovered we had several participants who were brand new to the field, and just as many who were seasoned major gift officers. In addition, the organizations represented were large and small and served to address a myriad of issues and causes.  The diversity of the group reminded me that no matter where we work or the position we hold, our collective learning is never finished.  In essence, we are all active contributors to an expanding and evolving body of knowledge we call “major gifts development.”  How exciting!

I carry passion around this subject for two primary reasons:  1) I fundamentally believe this knowledge and experience is vital to having a long, successful nonprofit career and (2) Nonprofits can exponentially increase and accelerate their fundraising capacity through the purposeful cultivation of major gifts from individuals. Simply put, this work is essential and non-negotiable for all of us in the field.

So our session began with a fundamental premise — that successful major gifts work is more a matter of mindset, focus, discipline and process rather than tactics, science or salesmanship. And, success ultimately will come to those who possess a consistent, day in and day out  ”abundance” mentality and philosophy (note the optimism of the little plant above!)

To illustrate the “focus, discipline, process” point, we reviewed a simple 8 step approach that I often use with clients wishing to pursue this work.

8 Simple Steps To Major Gifts Success

1. Start with a finite list of individuals. I like a “top 25″ list.
2. Create comprehensive profiles for these people.  Document their financial and philanthropic history and capacity.  Document their history of involvement with your organization, if any.
3. Determine where they reside on the moves management continuum. For example – have they just been introduced to your organization? Are they interested?  Have they become involved? Are they ready to make a gift?
4. Determine (based on their moves management status) if more cultivation is required or whether it is appropriate to request a gift at the present time.
5. Conduct a strategy meeting with key staff and/or volunteers. Who is going on the visit? For what purpose? What do we know?  What would we like to learn?  What are the donor’s interests, passions and objectives? What are we going to ask?  What are we going to listen for?
6. Plan the visit agenda and review it with all participants.
7. Visit with the donor.
8. Create a call report documenting all of the important details, findings and required follow up and dates. (Then, repeat back to step 5 & 6.)

Obviously, this is a high level overview and there’s quite a bit more detail with each step.  But essentially, this is it.  Organizations that commit to this focus, discipline and process for the long term will enjoy flourishing programs and organizations.

Changing Lives

One last point.  Oftentimes, the most overlooked component of good major gifts work is telling the stories of how people’s lives are changed for the better as a result of their connection with your organization. After all isn’t that what’s it’s all about–changing lives?

I was visiting with an elderly couple recently and they shared something very profound. They said that their favorite visit of the year was when the development officer from their favorite university arranged for them to meet the student recipients of the scholarship they funded!  Imagine.

My point? Don’t be afraid to share the true life stories of your constituents. That’s WHY people give! Share it in person. Have them meet. Illustrate their stories in your materials.  Promote them on your website, facebook page and on your YouTube channel. Have your photographs “drip” with mission. After all, these are human stories of triumph, learning, discovery, healing, justice, love and belonging.  Share the good news.

I guarantee if you consistently execute this simple 8 step process and combine it with compelling, life-changing stories, your donors will be moved to respond in ways they (or you) never thought possible!

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To hear more about about the 8 step process or if you’d like some help in generating some big ideas for your program, drop me a note: Deb@philanthropiapartners.com.  I’d love to hear from you!