Executive Issues

Among the big-picture findings in the Giving USA report, there are things that can guide your fundraising strategy for the next several months.

Everybody in the nonprofit world talks these days about innovation, but not about what drives change: open debate and critical thinking. Fortunately, a small but growing cadre of critical thinkers is trying to change things by starting to ask tough questions and demanding honest answers from grant makers, their peers and their constituents. But what questions should we grapple with as we confront tough issues?  Here are some to consider before racing to pronounce the “next big new important thing.”

Sometimes we have to start acting like who we want to be when we grow up, instead of waiting to actually get there before we act the part.

Sometimes we have to start acting like who we want to be when we grow up, instead of waiting to actually get there before we act the part.

To successfully use multichannel strategies, we need to stop thinking about how we can operate more like businesses and instead focus on acting more like our constituents. That may sound strange, but let me explain. Consultants and others often advise nonprofits to focus on business objectives such as streamlining departments, minimizing overhead and creating a results-focused organization. While those objectives have merit, they are not directly aligned with creating the best constituent experience.

In fundraising, it is important to take the time to be sure that those you work with understand where you are going and what is expected. It is also essential that you understand the expectations of you and your organization from donors and prospective donors.

I had a conversation last night that focused on the fact that no matter where you are raising funds, how or for whom, the basics remain the same. That reminded me of this August 2006 column by Tim Burgess, co-founder of the Domain Group who now is a City Councilman runing for mayor of Seatlle. The column, "Calling All Agents of Change," explored four organizational shifts that were coming to light back then and are every bit as important now.

The nonprofit starvation cycle is one nonprofit leaders know only too well. Nonprofit organizations rarely have the technology, staff and systems to function effectively. So they scrape by trying to wring one more drop out of a completely dry rock. But instead of waiting for funders to fix the situation, it is up to nonprofit leaders themselves to break free. And you break free by raising capacity capital.

Donors want confidence that an organization's important initiatives have been carefully thought out and are aligned with its mission. This is where having a strategic plan is an important step in being prepared for a successful major campaign.

Fiscal strength is one of the keys to being prepared to embark on a successful campaign. Make it your duty to be the worthy cause — both in deed and fiscal management — that prompts high-grade investments from potential donors.