Motivating the Major Gift Donor (Part 2)

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Major and Principal Gifts

加州大学戴维斯分校

課程 3（共 4 門，Fundraising and Development 專項課程）

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.

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Course Overview: An Introduction to Major and Principal Gifts

In this module, you will be able to recall terminology used related to acquiring and managing Major and Principal Gift donations. You will be able to use guides to help develop and manage a Major Gifts Program. You will be able to identify eight elements of belief and confidence that indicate the likelihood of substantial giving. You will be able to recognize a prospective major gift donor and be better able to motivate their giving.

An Introduction to the Major and Principal Gift Process0:52

History of Philanthropy (Part 1)7:05

History of Philanthropy (Part 2)6:41

Development of a Major Gifts Program (Part 1)7:40

Development of a Major Gifts Program (Part 2)9:16

Motivating the Major Gift Donor (Part 1)7:11

Motivating the Major Gift Donor (Part 2)9:32

教學方

Jason Wohlman
Associate Vice Chancellor for University Development

腳本

[MUSIC]

Another unique look into the mindset and

qualities of a major gift donor comes from the book, The Seven Faces of Philanthropy.

Written by Russ Alan Prince and Karen Maru File.

While not all of your major gift prospects will fall neatly

into one of these seven categories, understanding

each will help you realize what a motivating factor is for your donor.

The first face of philanthropy, the Communitarian, doing good makes sense.

Their values, the community where they live and

do business they typically think we're all in this together.

Their motivations, investing in the community is good business.

They do well when their communities do well.

They develop valuable personal business relationships via non-profit involvement.

Namely, board service.

Cultivation tactics that are successful with this type of perspective donor

include arranging meetings with local elected officials or other

influencers to discuss opportunities, challenges and project ideas.

Start by engaging the business through high-visibility

event sponsorship opportunities.

Or provide opportunities to meet clients benefiting

from services in the local community.

The next face of philanthropy is the Devout,

who think doing good is God's will.

Their values are faith-based causes and institutions.

Motivations for these perspective donors are,

it's God's will that I give to His work and for the benefit of others.

Cultivation tactics for this type of donor include leveraging religious affiliations

or existing relationships with individuals in a particular religious community.

In cultivation conversations, align work by the non-profit with

religious values like help for the poor, caring for orphans,

taking good care of God's creation, justice, equality etc.

And finally, emphasize a basis for trust, transparency, honesty,

credibility, and not recognition or donor benefits.

The third type of prospect or

donor is the Investor who believes doing good is good business.

Their values?

Tax efficiency, sound financial management,

they're more likely to give to community foundations or other umbrella non-profits.

What motivates the investor?

Tax and estate benefits, and advisor recommendations.

Cultivation tactics that would be successful with this particular donor,

would be to expose your prospect to your organizations financials.

Use numbers to demonstrate impact and efficiency, ask the investor for

feedback on your strategic plan, provide opportunities for

education around tax advantageous giving and finally get to know their business.

Understand and express appreciation for the link between its performance and

their giving.

Next we have the Socialite, who believes doing good is fun.

Their values?

Having fun while doing good.

They're more likely to support the arts or collegian athletics.

What motivates the Socialite?

Leisure and entertainment, expanding their social influence, and networking.

Cultivation tactics you can employ in this particular situation would include

leveraging existing relationships within the socialite circle.

Involve them in event planning, empower the socialite to develop fun,

creative ways for other people to give.

Highlight the way other socialites who have been involved

have been publicly acknowledged by your organization.

And finally help position the Socialite as a hero within their network,

provide them with opportunities or special access to take care of their group.

Next, let's examine the Altruist, who believes doing good feels right.

Their values, generosity and selflessness, giving is a moral imperative.

These individuals are most likely to support social causes.

What motivates the Altruist?

Empathy, personal and spiritual growth, wholeness.

Cultivation tactics for this particular type of donor would include, when talking

about opportunities to give highlight impact, not recognition, events or status.

Surprise and delight with spontaneous or just because act of kindness.

Personal trust is more important to Altruists than external validation.

Introduce them to other good people working for the organization.

Since wholeness and spiritual growth are valued, make sure you seek to understand

the Altruist on this level, have conversations about it.

And finally don't lead with governance positions or volunteer opportunities

that are operational in nature, there not of interest to your Alterist.

Our next donor or prospect type is, the Repayer, who does good in return.

Their values?

Loyalty.

They're likely to support education and, or, healthcare.

Their motivations are reciprocity, obligation.

They want to help an organization that helped them.

Cultivation tactics for the Repayer include, take a nostalgia-based approach.

Help the Repayer continue to appreciate their experience.

Demonstrate to Repayers how the organization is still creating the type of

change they benefited from.

Don't lead with recognition or socialization around giving and

finally, find specific opportunities to honor or

memorialize individuals who are significant in the repairs experience.

Our final donor type is the Dynast, who believes doing good is a family tradition.

Their values are tradition, legacy, and that family name.

They're motivated by continuing that family legacy, expectations of others,

and peer pressure.

Cultivation tactics for

your Dynast would include introducing them to leadership early.

They want to know and be known.

Acknowledge that they are well versed in philanthropy and

educate them around what makes your organization and it's mission distinct.

Also make certain to highlight your longevity.

And while the family's tradition of giving is important, understand that young

Dynasts may not want to do things the same way their parents did or

even support the same causes.

Don't over emphasize donor benefits or recognition.

Dynast grew up around philanthropy and

feel that everyone should give as they can regardless of financial means.

Highlight your organization's broad base of support, and

finally make every attempt to get to know their financial advisors.

The simple question of why does someone give has been surveyed, researched, and

debated by many over a long period of time.

In all of the studies however,

there are a few basic concepts that have always held true.

When asked why they made a gift,

donors will often give answers of the following nature.

Someone I know asked me to give and I wanted to help them.

I felt emotionally moved by someone's story.

I want to feel I'm not powerless in the face of need and can help.

I want to feel I'm changing someone's life.

I feel a sense of closeness to a community or group.

I need a tax deduction.

I want to memorialize someone.

I was raised to give to charity, it's tradition in my family.

It makes me feel connected to other people and builds my social network.

I want to have a good image for myself or my company.

I want to leave a legacy that perpetuates me, my ideals or my cause.

I feel fortunate or guilty and want to give something back to others.

I give for religious reasons, God wants me to share my affluence and

finally, I want to be seen as a leader or a role model.

As you review all of these responses it is important to consider the following,

people act from the heart not the head.

Yes your non-profit has to show that it's a good steward of donor money and

you need to impart where all that generosity is going.

But your appeal must contain more than numbers and pie charts.

Giving is a personal act.

Do you notice any common thread in the list of responses to the question,

why do I give?

They all contain the pronoun I.

The people you serve are important, but make sure to put the you and your,

ie, the donor and why he or she should care front and center.

The active of giving is immediate.

Give your donors the opportunity to act here and now.

Your relationship with them will be long-term but

their willingness to give is now.

Let them act on it, primary among all of the reasons

someone makes a gift is the simple fact that someone asked them to.

When the time is right be bold and ask.

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