I have always been proud of my prospect research roots, but
I often become a little frustrated when that becomes my whole identity and
label. Don’t get me wrong – I love research. I love the process and the
significance of what it can do for a non-profit organization that needs to
elevate its fundraising efforts.
So here’s the thing – after years (we’re talking a lot of
years) of being in development, I’m so much more than a prospect
researcher. I am truly a development
professional who continues to find ways to have the biggest possible impact on
the non-profit I work for.
How so, you ask?
Ok, maybe you’re not actually asking – but I’m going to tell
you anyway. Let me start by saying that
I’m no one special. I don’t ever really
feel like I’m the smartest person in the room or the guy who has all the
answers. What I do have is a set of life
experiences that have prepared me to be where I am today and to operate in a
way allows me to be successful.
Now we all define success in different ways and for me –
it’s all about impact. Having an impact
requires taking action and often times we find ourselves somewhat paralyzed
because we might be afraid to step out of our comfort zones. When we do that – special things can happen.
So, I’m going to tell you a story and try to illustrate what
I’m talking about.
I work at a small non-profit. Small in that it’s only about 17 years old,
employs less than 150 people and raises a little more than $35 million. Not tiny, but small never-the-less.
There’s an entrepreneurial spirit here which is amazing, but
at the same time – that can cause some growing pains by its very nature. Sometimes, there’s a little too much “let’s
try this” attitude in my opinion.
No organization is immune to that; however, having that kind of
freedom can definitely be a good thing.
It just has to be strategic. It
requires thought and if at all possible – data or something to quantify what
you’re going to try to do.
Shortly after I arrived at the Pancreatic Cancer Action
Network – we partnered with Target Analytics to identify the best potential
donors in our database. This allowed us
to segment our data in a way that would help us provide a road-map for where we
needed to go and who we needed to engage.
Constituents were identified and assigned and the work
began.
Calls were made. Lots
of calls. Tons of calls. And then…
silence. For the most part the response was non-existent. Doubt started to set
in. Doubts about the data and the
methods used to segment that data became topics of “conversation.” Doubts became theories – and labels started
to emerge. I heard things like “Our
donors are different” and “Our donors just aren't responsive.”
That’s when the “let’s try this” ideas started to
emerge. I cringed. I knew better. I knew that even though lots of calls were
made – we really had put our effort into a very small portion of our database
and that the process wasn’t given a fair chance. Basically, some were making conclusions based
on a small sample size. The lack of
early success began to breed a bit of frustration and that can be
dangerous. It wasn’t widespread by any
means, but it was enough to raise concern.
As I mentioned earlier – our organization is relatively
young and our development department even more so. What isn’t new are the players on the
team. There is a wealth of experience
here and in some ways I’m at the center of that. I only say that because I’ve had exposure to
more non-profits than my colleagues.
This is my sixth stop in a long career within the non-profit world. Again, I’m no one special, but I do have some
valuable experience.
I also have more connections in the non-profit arena and
specifically in development than my colleagues.
The only reason I say that is to provide some context. One thing I know (and so do most of you) is
that prospect development community is a thriving, living, breathing community
and this community does a lot of sharing.
We talk. We listen. We share.
Sometimes we might even over share.
My time in the profession and specifically with colleagues
at APRA and CARA have helped shape who I am today. I’ve been blessed with the opportunity to
learn from all of you and understand what works, what doesn’t work and what are
truly best practices.
It’s what we do with all of that knowledge that counts. So…
back to my story.
I began to try and change the conversation from who we had identified in our database to
our approach to reaching them. For the most part – much of what I was seeing
looked “transactional” to me and not “relational.” In my mind – it wasn’t about them (donors),
it was about us and our approach.
Every outreach from development looked the same. Every phone conversation. Every email.
Ok, maybe not “every single effort” – but for those doing the work of
trying to qualify constituents – that was definitely the trend.
I knew we had great people in our database who had a reason
to care. I knew many of them were
capable of making an impact on our fundraising efforts. I saw the data. I believed this with all my
heart and I knew in my head – that this was true.
So what did I do?
I took action.
So here’s the thing.
I like to write. I think I can be
an effective communicator when I put my thoughts on paper. I also believed people use the phone less and
less to communicate; at least verbally.
They’d rather text or email these days.
That’s just the way people are these days.
At the same time, the idea of cold calling someone is
somewhat out of my comfort zone and most people don’t like being on the
receiving end of those calls. Again, I
like to write – so my approach was simple and it was perfect for me and I
thought ideal for those I would reach out to.
I took my research skills and began to look at each record
through the lens of a prospect researcher.
I wanted to figure out who each person was, what their motivation was
for giving or being engaged and then take all of that information and use it to
personalize my approach. I didn’t spend
a lot of time figuring this out – I just needed enough information to make each
outreach unique.
I began to write emails.
In my letters, I called out their giving, the way they
engaged with us, who they might have honored in their giving and I found ways
to connect with them on a personal level.
I found things they had in common with me or our fundraisers. I did
anything I could do to let them know that I “saw” them as individuals with a
story to tell. I wanted them to know
their stories were important to us and each of their journeys inspire us to do
what we do. I was being relational and
not transactional.
It worked.
People responded. Those
emails turned into conversations and then into face to face meetings. This happened because the approach was
genuine. It was real. It was relational.
I’ve only reached out to a small sample, but the results
have been amazing. Our major gift team
is reaping the rewards of this effort.
I’ve even had the opportunity and privilege of participating in some of
these meetings and I’ve been able to add some value to the process.
At the end of the day – the data played a huge role, but how
we used that data was even more critical. I love it when that happens.
This is only the beginning.
I’m going to continue to find ways to make our fundraisers and our
fundraising efforts more successful. I’m
fortunate in that I have the freedom to do that here. It speaks to our culture and our leadership
that I can step out of the box and do things that aren’t necessarily in my job
description.
You know, sometimes we look at a situation and think “if
only they would do this…” Sometimes, we need to just act. I know that is easier said than done. Trust me, I know.
Here’s the thing – I came here to have an impact and I try
to do that every day. The funny thing is
that what I’ve found is that this organization has had an even bigger impact on
me. I have true admiration for our
leadership and for the work being done here and that compels me to do more.
I’m not here by accident.
I’m supposed to be here. We often
hear that we (and by “we” I mean all of us in development) are all
fundraisers. We are all responsible for
raising money, but how many of us take that to heart?
Like I said at the top of this post, my roots are in
prospect research, but I AM a development professional. Sometimes, I even act like one.