The successful gift planning professional must become fluent in two languages. It isn’t enough to speak the language of the development cycle, known largely only to insiders. The effective major gift planner must be able to communicate with those on the other side of the coffee table, to speak the language of the donor.
As valuable as the language of the development cycle can be for internal relationship management and managerial accountability, it doesn’t translate outside the office. It doesn’t work to introduce yourself and ask for a discovery meeting. It’s inappropriate to inform the possible donors they’re being cultivated for a gift. It’s downright rude to announce you’re preparing to solicit them and that you’re looking forward to a period of stewardship.
From the future donor’s side of the lunch table, four important decisions are being contemplated:
– WHY does this nonprofit matter to me?
– WHAT impact would I like to have with my giving?
– HOW can I make the best gift?
– WILL I?
The good news is that the internal and external languages parallel, if the fundraiser cares to learn and knows how to translate.
During discovery and assessment you must invite your suspected donor to talk with you about WHY she cares; that’s what you’re discovering and assessing.
Once you learn for WHAT purpose/designation a gift might be considered, and HOW the gift plan will be structured, you can letigimately move that person into cultivation with a purpose.
With WHAT and HOW determined it’s time to ask the prospect “WILL YOU make the gift we have together determined you want to make and have found a good way for you to make?”
It isn’t enough to understand the development cycle. The succcessful major gift planner must master these four decisions, the language of donor decision making.
My next four articles will address each of the Four Decisions and how you can lead your donor to each.