December 2, 2012 | Read Time: 7 minutes
Last winter, John Westfall-Kwong identified a potential new megadonor: a man who had previously given large sums to various causes, though never to groups that serve lesbian, gay, bisexual, and transgendered people. It was not an obvious match, but Mr. Westfall-Kwong, who is director of development for Lambda Legal Defense and Education Fund, did some research and turned up a connection between the prospective donor and one of the organization’s committed volunteers.
Armed with data from Mr. Westfall-Kwong, the volunteer explained to the man why he might want to support Lambda. Though research revealed that the man was capable of giving a much bigger gift, says Mr. Westfall-Kwong, “we decided that a $5,000 ask was the correct amount for a first-time foray into LGBT giving.”
The charity must have made a good first impression: Last spring the man provided $5,000 and is expected to give a larger sum in 2013, Mr. Westfall-Kwong says.
When a new, and potentially big, supporter agrees to meet with your organization, fundraisers say it’s crucial to prepare to help make that first visit a successful one.
But the focus, they suggest, should be on not fumbling a golden opportunity.
“If a potential donor has agreed to meet with you, 90 percent of your hardest work is already done,” says Kim Klein, a veteran fundraising consultant. “Clearly they are interested in you and very likely ready to give support if there is a genuine match.” (For tips on getting that first meeting, see below.)
Once inside the door, Ms. Klein and other fundraisers say, that the path to “yes” is not to talk but to listen.
Following is some advice on making the most of that first donor meeting:
Do your homework. A logical first step is to check your charity’s database for previous contact with the donor. Even if he or she has never made a donation, a potential supporter may have requested information or perhaps signed a petition. “If the person has had a previous touchpoint with your organization, they know it even if you don’t—and they will expect some acknowledgment,” says Mr. Westfall-Kwong.
Fundraising experts say it is essential to discover the potential donor’s philanthropic history before a first meeting. In particular, examine that person’s gifts to organizations with a mission similar to yours, especially the most recent donations. “People don’t give money because they have money, they give because they want to accomplish something, and they are remarkably consistent,” says Andrea Kihlstedt, who runs Asking Matters, an online training program.
Look for patterns. Examining a donor’s giving history can reveal his or her philanthropic priorities, allowing you to speak specifically to the ways your organization addresses them, even if indirectly.
For example, says Mr. Westfall-Kwong, consider a potential donor who has a history of supporting homeless causes.
“Even though our organizational focus is not on homeless issues, we can speak to our programs helping LGBT youths in foster care or in the criminal system who are at high risk of becoming homeless,” he says. “The goal is demonstrating that their cause will be served if they support us.”
Although proprietary donor databases are most convenient, Google searches also can reveal a great deal of that history, experts say.
Ask, don’t tell. The most common mistake novice fundraisers make is to give a lengthy pitch, followed by an immediate request for money, without ever trying to hold a conversation to get to know the donor, says Gail Perry, a fundraising consultant, in Raleigh, N.C.
“If you just start telling a donor why they should give, they start backing away,” she says.
Instead, she recommends asking why the donor agreed to meet and what interests him or her about the charity. She also suggests crafting a brief statement about the organization’s work to start the ball rolling, perhaps identifying the community problem the charity seeks to solve and its strategy for tackling it. Then ask the donor how he or she would approach these issues. Says Ms. Perry, “Seeking their opinion gets them relating to your cause and feeling part of it.”
Don’t expect to walk out with a gift. A widespread fundraising adage says, “The more times you’re in front of the donor before the gift, the bigger the gift will ultimately be.”
Experienced fundraisers stress that a first meeting is just that. “If you’re talking with a potential major donor, the entire purpose of the first visit is to get a second visit,” says Ms. Kihlstedt. “We’re not talking about a quick 50 bucks here. It’s called ‘development’ for a reason.”
Jamie Phillippe, vice president for development at the Chicago Community Trust, likens building the donor relationship to the process of dating.
“You don’t ask the big questions right away,” she says. “You use that first ‘date’ to get to know each other, to let them become informed about you and for you to get a sense of their interest in return.” This means finding out where your organization’s priorities intersect with the donor’s interests.
Don’t go it alone. Knowing the donor’s philanthropic proclivities also helps identify who should attend the meeting.
“Having several people in the room helps conversation flow more easily and creates less pressure than a one-on-one,” says Ms. Philippe.
She recommends that two or three representatives—but no more—from your organization attend.
Invite colleagues from the charity who will buttress the donor prospect’s interests, recommends Mr. Westfall-Kwong. “If our research shows someone is very program-focused, then you want to send someone who actually does that work and can speak in depth,” he says. “If a donor is more interested in policy, I would be more likely to send one of our attorneys or a board member.”
Fundraisers say including an existing donor as one of those representatives can help. “Someone who already supports you, and at a comparable level to the ask you’re hoping to make, is a powerful presence in this kind of meeting,” says Ms. Perry.
Bring brochures. Pack a carefully edited selection of materials—ideally including your group’s most recent annual report, latest newsletter, and anything that highlights its programs—to leave with the donor.
Keep a suggested donation in mind. Although a gift should not be expected during that first visit, “you do want to know what your number is, so you are prepared if the opportunity does present itself,” says Eli Jordfald, senior major gifts director at the Lineberger Comprehensive Cancer Center at the University of North Carolina at Chapel Hill. Many fundraisers point out that donors who are ready to meet are often also ready to give.
According to Mr. Westfall-Kwong, “Seventy-five percent of first meetings end up with a number on the table, but it comes about in so many different ways.”
He suggests brainstorming backup requests, such as asking a wealthy prospect to host an event at his or her vacation home.
Take “no” for an answer—but first be sure it’s a no. When donors turn down a request to give, says Ms. Klein, “hear it and move on. You can say you appreciate their candor, but you still want to try to end the conversation on ‘yes.’” One way to do that, she suggests, is “by asking if they know anyone else in a different position who might be interested in helping.”
However, she cautions, make sure the answer is really a “no” before you give up. “‘I have to talk to my wife,’ for instance, is not ‘no,’” she points out. “It’s a reasonable thing that people do before making a significant giving decision.”
Follow up. “It is a must to write a thank-you note within 24 hours of meeting,” says Ann-Robin Anthony, senior managing director of major gifts for Teach for America. She advises a handwritten card thanking the donor for meeting and referring to a topic discussed during the meeting. Then, most crucially, extend an invitation for the donor to get involved again with your charity.
“Invite them for a visit to see your service in action or to an upcoming event, say, if there’s an annual gala or golf tournament,” she says.
Or simply ask the donor to lunch to meet other staff or board members. No matter what, she says, “there should always be a next step.”
