Great Fundraisers Are Great Advocates

By Judy Keller, Vice President
Kansas City, MO

Knowing how to advocate is essential to good fundraising, programming and administration. These are not isolated “functional” areas. Telling your story—whether to board members, donors, legislators, the media, or the lady next door—is key to the health of every organization.

Corporate execs call it “reading from the same page.” In the nonprofit world, it’s called integrating mission, services and delivery systems. Ironically, the importance of assuring that policy makers and programming staff are not functionally isolated is most important when strong organizations enjoy growth.

Good fundraisers must know their program as well as their policy staff do. Great fundraisers are good advocates. Great advocates are good fundraisers. Familiarity with the operations of the development department is key to a successful advocacy staff member. But knowing how to advocate is critical for a good fundraiser.

The role of advocacy and fundraising for an organization, especially one that receives state or federal funding, is quite clear. Typically, the advocacy staff is charged with securing state funding or another year’s grant. But that person should also know the organization’s other sources of funding, because the question will be asked, and because the demonstration of strong private support often leads to public support. In the legislative arena, individual relationship building is critical. Often key funding decisions are made by a single individual, someone who may be inclined to endorse constituent requests. Policy decisions—whether about funding proposals or legislative agendas—are more likely to succeed when they are heavily supported by “grassroots” voters.

A successful advocate:

States an organization’s purpose in less than 10 seconds;
Describes why it matters, and to whom, in less than 10 seconds;
Makes a compelling reason for a request in two pages or less;
Provides information that is relevant and data that is useful;
Anticipates questions that may be asked;
Never prolongs a conversation beyond the donor’s interest;
Shows empathy;
Is not repetitive;
Does not beg;
Will not apologize for a request;
Never argues with the donor;
Is ALWAYS professional in appearance, demeanor and communication;
Has a PMA—positive mental attitude—about everything;
Focuses on the good that will occur as a result of the requested action;
Respects time limitations;
Knows how to change the subject, when to say goodbye, and how to say thank you.

A successful fundraiser must be able to articulate the organization’s vision, mission, program and policy initiatives in ways that are compelling to the donor: concisely, clearly and with passion. The seasoned development officer has a firm command of the organization’s facts and figures. But perhaps more importantly, he can convey the importance of the organization’s work in a way that is meaningful to the donor.

Just as a good lobbyist provides information the legislator requests, a strong development officer not only understands the donor’s interests and style, but can quickly determine an appropriate approach. Some days, that requires a solid financial case, a business suit and a 10-minute meeting. Other days, it may require infinite patience while sharing miniscule program details and a cup of tea. In either case, the successful development officer must meet a donor on his or her own terms. It may not even involve discussing your cause.

As a development officer, one of my most successful major gift solicitations came after an extended visit with the donor. The organization’s credibility, its case for support, and the proposal had all been delivered weeks earlier. The donor was wealthy and had several fine organizations routinely accepting her generosity. One day after a long, hot afternoon of chatting about flowers and family, she abruptly said she’d decided to fund the full five-year proposal.

After a lengthy and hearty thank you, I asked her what made her decide today?  She said it was that I had been willing to spend time with her today, talking about nothing in particular. It was a sad day for her because her husband had died on that day, many years ago, and she just wanted companionship. I became a successful advocate by not saying anything at all, although the written and oral footwork that preceded our visit played no small part in the outcome