As I look back over a twelve-month campaign effort, I discover ways in which I could have done my job better. Here are some key lessons that I have learned.

By: Greg Bowden

No matter how hard I try to avoid it, I continue to learn new things each time I conduct a campaign. As I look back over a twelve-month effort, I always discover ways in which I could have done my job better. In truth, I think that is a sign that I am in the right line of work. The fact that I want to improve my ability and I am able to find ways to do so assures me that I can grow in this profession. Here are some key lessons that the past twelve months have taught me ...

There is no substitute for hard work.
Regardless of your field of endeavor, exceptional results call for exceptional effort. The underlying goal of any campaign is to raise as much money as possible. There is no way to do that without putting in as much work as possible. For some members of the team that may mean a lot of meetings and a lot of legwork. For others, it may mean just a few critical phone calls but with no room to give ground.

Fundraising is hard work.
You are asking people to give away large sums of money for no material reward. The only way to achieve superior results is for the team to bring all their energy and persuasive powers to the table. When organizations make the campaign their top institutional priority they reap the rewards of dedication and hard work. Perhaps J. P. Getty said it best, “My formula for success? Rise early, work late, strike oil.”

Everything trickles down.
Whether its money, energy, or enthusiasm, the leaders of the campaign will always contribute more than those who come on later. Everybody practices this rule in terms of money. The volunteer participating in the solicitation should be someone who has given more than the prospect is being asked to contribute. That will raise the bar very high for the prospect. The same is true of energy and enthusiasm. The campaign chair and senior staff members must be complete fanatics about the campaign. The people on the next tier, through natural depreciation, will be just a little less excited. Just as the money trickles down from level to level, so will the enthusiasm. The higher you can elevate that level of giving/energy/enthusiasm at the top level, the higher it will be at the bottom. This will raise the overall performance of the campaign.

Get control early, and keep it.
The development professional is the puppeteer. You should present a comprehensive, detailed plan to the campaign leadership. The plan book for my campaigns is a 60-page tome that contains a tried and true blueprint for success. The campaign leaders must accept that plan on the front end and then it is the job of the development officer to keep the committee on track. It is perhaps the oldest adage in fundraising: Plan the work, and work the plan. Never assume anything. Walk through the plan with everyone so they know what will be expected of them. Conduct a debriefing after key meetings to discuss areas that need improvement.

Avoid mission creep.
Development is still emerging as a profession, and a specialization, in its own right. Many of the benefits of a mature development program are intangible, and therefore difficult to quantify. There must be a pro-active decision on the front end to make development a priority. If an organization starts to cut corners, they head down a slippery slope. Successful fundraising is all about projecting an image that this project is so important it warrants peoples’ attention and support. Any hesitation or departure from that approach will be seized upon by those who would rather take the easy way out. That includes donors who offer gifts well below their capability and volunteers who do not want to push prospects. The exceptions quickly become the rule.

Expect.
Few people excel when no one has communicated to them an expectation of success. If a campaign committee is composed of true “leaders” then they will respond very well to a high standard. Give them goals, and deadlines. Let them know that the success of the campaign rests on their shoulders, as it surely does. Make them accountable for their progress, including reports delivered at committee meetings. Before long there will be a competitive air to those meetings, with each volunteer trying to show a greater mastery of their own prospect pool.

The campaign leadership and the organization’s trustees must take responsibility for the success of the campaign.
The easiest way to accomplish that is to give them specific goals. This is a difficult balance to strike because you want to place expectations on them without surrendering control of the process. It may seem risky or pushy to say to a volunteer, “You are responsible for raising $500,000 from local businesses and we need monthly reports at our meetings on your progress.” But, assuming the volunteer truly is a leader, they will rise to the challenge and be thankful for the clear marching orders.

Whether you think you can or you think you can’t, you’re right.
Always bring a positive attitude to the table. Development officers should make the fundraising effort a priority in their own minds and push those around them to do the same. When the volunteers are able to keep the campaign in the front of their minds, they can accomplish great things. Once they get some success and some excitement, their attitude should start building upon itself. Then it is your responsibility as the development officer to stoke that fire as high as possible. You should save some little piece of good news for each time you see a volunteer. Nothing will push a volunteer to do better in a solicitation than to say to them, just before going into the meeting, “By the way, we closed another $25,000 gift this morning.” Everyone loves to be part of a winning team, and being able to classify a campaign in that category will keep volunteers invested in an organization for a long time.

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.