"At any given time there are countless capital campaigns being conducted across the country. What separates the mediocre from the superior?"

By: Greg Bowden

At any given time there are countless capital campaigns being conducted across the country. What separates the mediocre from the superior? That is far more than just an academic question. Fundraising is a profession in which we learn from each other. The truth is that we sometimes learn as much from projects that do not exceed their expectations as those that do.

As I meet with clients and potential clients, I often point out that fundraising, in the most basic sense, is not rocket science. Anyone can sit down with a prospect and ask for money. As often as not, they will get some sort of gift. What makes a campaign superior is knowing that you got the best gift possible. That issue is rarely decided in the room during the ask. Rather, the level of preparation that is conducted before the request, and the quality of the follow-up that occurs after the meeting decides it.

Every major solicitation should be treated like a mini-campaign unto itself. As much preparation as possible should go into developing a strategy. Preparation has two main components: anecdotal conversations about the prospect’s capability and inclination; and, a formal prep meeting at which the solicitation team rehearses the meeting.

The anecdotal conversations begin with a feasibility study. Every interviewee has an opportunity to suggest those individuals that have the leadership ability to help run the campaign, as well as rate those prospects for their potential financial capability. Hearing the same name over and over indicates a person whom other leaders hold in high regard. This is a person whom the community expects to see in a leadership role in such a campaign. In addition to these objective ratings, the conversations yield a great deal of subjective information about the prospect and their connection to the organization.

A prep meeting is a critical component of a major solicitation. It is an opportunity for the solicitation team to rehearse the meeting and anticipate any problems or questions. A prep outline should be developed. It should include all the pertinent details of the meeting: location, date, time, etc. Each person’s role should be clearly defined, including who will make the actual ask. The amount of the solicitation, as well as any leadership role the person is being asked to assume, should be decided ahead of time. Possible responses should be anticipated and any necessary rebuttal developed. If helpful, some role-playing should be conducted to make everyone comfortable with the plan.

We always talk about how we should, “plan the work and work the plan.” A prep meeting is the epitome of this philosophy. That is the time, before the anxiety and the emotion builds up, to decide how the solicitation should unfold. This gives all of the participants confidence in the outcome of the request.

Often, the best possible response to a major solicitation is for the prospect to take some time and consider it. Those few days are a critical window to continue the work begun during the request. There may be a lot of people capable of influencing the potential donor; friends or peers they know and respect. Not all of those people can participate in the ask. Those few days of consideration by the prospect are the time to bring those peers into play.

The prospect should receive a few calls from friends, encouraging them to give a positive response. This is particularly true when the prospect has been asked to take a leadership position in the campaign. Potential leaders are always concerned that they will need to stand alone during the early days of a campaign. Receiving those messages of support can reassure them that they will have a strong support system.

I can recall an instance in which we solicited a gentleman to chair a campaign and consider a leadership pledge. We were well prepared, with the top staff members and a well-respected volunteer involved in the ask. The prospect took several days to think about it. During that time, we had an old friend with strong ties to the organization call the prospect. They had a good 20-minute conversation, in which the volunteer stressed that the prospect had a real obligation to the organization and was the perfect person to get the job done. Finally, the prospect called the CEO to say ‘yes.’ The prospect did not mince words, telling the CEO, “I would have had no trouble saying no to you. But when you had my old friend call me, I knew there was no way I could say ‘no.’” The commitment had not been secured through a strong ask, but rather through effective follow-up.

Basic fundraising—asking for money—is easy. Superior fundraising—creating the best possible result on each solicitation—is extremely difficult. The key is to look at the solicitation as more than just a single meeting at which a gift is requested. Adequately preparing the solicitation team, and using additional influences during any follow-up period are crucial factors of success. Employing those elements for yourself and your organization will help to separate your fundraising efforts from the pack.

Greg Bowden was formerly a campaign director at Custom Development Solutions, Inc. (CDS). CDS is one of North America's most sought after fundraising consulting firms specializing in the strategic planning and tactical execution of capital campaigns for non-profits throughout the United States and Canada. More information on CDS can be found on the web at www.cdsfunds.com. If you have a fundraising question, please call 800-761-3833 or send an email to lcs@cdsfunds.com.