Thirty years and over 120 years combined experience taught us a thing or two about the nonprofit sector. Across a spectrum of missions, sizes, and locations these lessons hold true for how organizations work and what they can expect from year to year.
- The sector is resilient. We have lived through the Great Recession, COVID-19 every social media platform, and government funding cuts. The work NPOs do is still here! Today it’s more relevant than ever.
- Campaigns can succeed despite themselves. A successful campaign needs a donor base with giving history, a solid case for support, dedicated core of volunteers, and a solid technology infrastructure. And sometimes without any of it, a campaign can succeed (but this shouldn’t be plan A).
- Best laid plans are NOT a guarantee. As consultants we can be exceptionally careful about planning and inevitably something will go wrong. That’s why building resilience is essential for organizations.
- It takes courage to be an NPO leader. The sector is based on a business model that is undercapitalized, has a volunteer board that likely doesn’t know its role, an underpaid staff, and a client base that might pay nothing for services. Leading this kind of organization takes courage and grit.
- Culture matters. Successful organizations have an excellent organizational culture. If there is trust, cooperation, and true sense of belonging across the staff and board no obstacle is too much.
- If the duties aren’t clear then nothing is. If you hire staff or elect board members and the duties aren’t clearly defined, the outcomes won’t meet expectations.
- Strategic planning continues to evolve. The sector has moved from looking at a five year horizon to a three year horizon to, in some cases, a year by year horizon. Formal planning tools have become frameworks and work plans have become road maps.
- Total philanthropy has grown nearly every year. Philanthropic giving continues to grow in gross dollars, declining only a few times since 1955. The culture of philanthropic giving is strong regardless of economy and politics. A strong case and compelling cause always wins the day.
- Fundraising technology is a tool, not a replacement for relationships. Websites, texting, QR codes, crowdfunding, and wealth screening are modern fundraising tools. They won’t replace the basics we started with long before websites. People give for the mission and to people.
- Change scares people. Most clients and their volunteers are willing to acknowledge that change is necessary. Making any change is hard. But it’s not impossible with the right support, a clear plan, and committed people.
- Late to planned giving…there’s still time, but not much. The great transfer of wealth is on! And time will run out in 10-15 years to be part of it…all $100 Trillion dollars! The best time to start a planned giving program is 20 years ago. The second best is today.
- You already know your next major donor. Don’t chase new donors until you have taken a hard look at your existing donor base. Your best new major gift prospect likely already exists.
- Stories and emotions outperform numbers and logic. Fundraising is an effective and compelling mix of your data and the outcomes it produces. Data is a pile of LEGO bricks, what you build with it has the power to move donors emotionally.
- The volunteer who says they won’t be good at fundraising will likely raise the most money. Time after time, it’s these reluctant fundraisers who routinely raise more than most others. Being uncomfortable asking, but doing it anyway because they love the cause makes their asks irresistible.
- Good boards require fostering. Often organizations believe nonprofit board members know what it means to be a board member. It requires education and support.
- Donors are inspired by vision and impact. Asks are better when donors are inspired by a bold vision to enhance impact. Take them on a journey where they see the depth of their personal impact through your ask.
- “No” today doesn’t mean “no” forever. Be curious when donors decline an ask. A donor who cares but cannot give now may just need space and time to make a different giving decision.
- It’s ok to let go of an event. Not every organization needs a signature event. Spending more time focused on individual fundraising you likely will have a larger ROI (both short and long-term).
- A top prospect list is only a list of really good names. The value of the list isn’t in the names, it’s in the time and effort you put into transforming those names into giving relationships.
- Boards have become more important over time. As the philanthropic marketplace shifts it is more vital than ever to have a board that can make community connections, raise the organization’s visibility, and best represent the community it serves.
- Raise the last dollar before driving the last nail. Capital campaign and construction timelines rarely align. Fundraising likely continues during a project’s construction.
- Succession planning is a governance necessity. Executive Directors leave, retire, and win the lottery. The board must plan for a smooth transition before the idea ever crosses anyone’s mind.
- Don’t be afraid to ask volunteers to support your mission financially. They already give the most limited resource: time. Volunteers give more frequently and larger amounts than non-volunteers.
- The ask is a small part of the donor relationship. Focus your time, energy, and resources on cultivating prospective donors and stewarding donors after the gift. Donors want to feel appreciated and know their gift has an impact!
- The most meaningful gift a donor gives is deeply personal. No matter the method of gift solicitation, donors make truly meaningful gifts when they have a connection to the person soliciting them, a connection to the mission, and an understanding, in real terms, of the difference they can make.
- You are asking on behalf of those who can’t or won’t ask for themselves. Asking is a noble act. Donors are choosing to give through you to help those you serve.
- Capital campaigns are not linear. Capital campaigns have peaks and valleys, often swerving in unplanned ways. Best practices work, but they have to be adapted to meet your campaign’s unique needs.
- Snail mail is not a thing of the past. People still respond to and give as a result of a mailed solicitation. They also still enjoy a good ole handwritten, personal note in an envelope with a stamp. It has not died and is appreciated by many.
- Not every trend is for every organization. Staying true to your brand supports the trust you’ve built with donors. Trends come and go and some of them will align well with your organization. Take advantage of them, but leave the rest (no matter how fun or easy they might be).
- Change often requires acknowledging the hard truth. A good consultant will not tell you what you want to hear, rather they’ll tell you what you need to hear, which is often the hard truth. Change requires a reflection in the mirror, acknowledging it, and then a clear plan of strategies, resources, encouragement, and rolling up your sleeves to get it done.
Technology and trends will keep changing over the next 30 years, just like they have in the last 30. They’ll provide opportunities to connect with donors in new ways, but they’ll never replace the value of investing in those relationships in a genuine way.