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Giving is not a spontaneous act. People give to people, and they do so because they are asked.
Within the realm of giving and receiving, there comes the moment of truth - “the ask” – and while the act of charitable giving is hardly unusual in our society, the act of asking seems universally disliked at best or misunderstood, at the least.
The need to master the art of the ask extends beyond those who are paid to do it, those who are expected to do it, or those who offer to do it.
So how do you overcome the fear of asking for money? Like the Girl Guides organization, whose motto is “Be Prepared”, fundraising professionals and volunteers alike will tell you there are essential steps in researching and preparing to make the request for money. These include knowing:
- Who you are asking, what the objective is, who is going to accompany you on the call;
- The prospective donor’s needs, wants and expectations;
- That this is the best time to request support;
- The ask amount – determined in advance, with well thought-out reasoning to help guide a decision.
In short, ask the right person, for the right amount of money, for the right purpose, at the right time.
To be successful at asking for money, it is important to understand the following guiding principles:
- It is up to the volunteer to ask, and to the donor to decide. The number one reason people do not give is that they are not asked.
- Your passion, commitment and belief in the organization are greater than your fear of asking for money. Speak with conviction, and from the heart, about your organization and what it means to you.
- The value of being prepared is not only the best thing you can do for your organization, it also does the donor the courtesy of understanding his/her position. Is this the right time to ask? Do you know what the donor is passionate about? Can you speak to their concerns honestly and knowledgeably?
- Always follow through and follow up. If you have promised to find out the answer to a question, do so. At the very least, thank people for their time, reiterate the request you have made of them, set the stage for further conversation, be respectful, and make it as easy as possible for them to support your organization.
“Ask paralysis” strikes board members more frequently than senior organizational staff. Staff frequently understand that asking for a donation is a part of their job. Board members may need more time to become comfortable and effective. BoardSource’s Amy Hummel offers the following sage advice on how to get Board members to overcome their fear of the “f-word” (that’s “fund raising,” in case you are wondering):
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For many board members, fundraising is a dirty word. As nonprofits face an uphill battle to raise needed dollars in a downhill economy, it is increasingly important that board members use the "f" word with courage and conviction.
Equipped with the right tools and information, board members can make fundraising another expression of their commitment to the mission. But first, there should be a commitment to overcoming fears that may lurk. Here's a look at some of the most common qualms.
"I can't do fundraising! I don't like begging for money."
Fundraising is not begging! Fundraising is giving those invested in the organization an opportunity to show others their commitment to a worthwhile cause. Many donors realize that charitable gifts are investments in their community that will pay off long into the future, and they feel good about being able to help make a positive difference.
Board members have the capacity to be successful fundraisers because they are committed to the organization. Often they can tell compelling stories about why they became involved and why they continue to dedicate their time and energy to the organization. As leaders who provide financial oversight, they also know that the organization needs money to provide programs and services. Equipped with this knowledge, they can get started in fundraising by talking to their friends, colleagues and family members, and asking them to contribute as well.
"Fundraising is distasteful."
Board members may not realize that they can make a compelling case for support without stretching the truth. Give them the facts. Arm your board with figures, statistics and other evidence of the organization's effectiveness. Be able to show outcomes and results from programs and services offered by your organization.
Board members are responsible for providing oversight to the organization's fundraising activities. They should be comfortable that the organization's staff and board are engaging in ethical fundraising practices, and they should be clear about how the money they are raising furthers the mission and promotes long-term financial health.
Be sure that fundraising novices understand that some funding can actually be detrimental to your organization's financial health. For example, board members may need to say "no" to funding offers that are attached to a program that takes you away from your mission.
"I won't be able to bring in much money."
Board members who haven't participated in fundraising in the past are likely to underestimate their effectiveness. Get them started in the right direction by emphasizing that it's important for every board member to be involved in fundraising. All board members can help identify and evaluate prospective funders, cultivate and solicit gifts from their friends and colleagues, and actively support fundraising events by their presence. A special training session could also help board members understand that they can be successful fundraisers.
When recruiting new board members, make sure that your board orientation includes your organization's policy on personal "giving and getting." Many boards ask that board members make a personal contribution or solicit a contribution from another individual or institution, as part of their board responsibilities. Board members may have differing abilities to contribute, so a standard gift is not necessarily appropriate, but one hundred percent board giving should be the goal. Some foundations now expect every board member to support the organization financially before they will provide a grant.
Statistics that show other board members are participating may also influence more active fundraising. More than 88 percent of those responding to BoardSource's Governance Index questionnaire said they make annual personal monetary contributions to their boards. In addition, 79 percent reported that they identify donors and/or solicit funds, while 75 percent said they attend fund-raising events for their organizations.
"I don't feel comfortable putting my reputation on the line."
This concern might be an indicator of deeper problems related to the board's fiduciary responsibilities. Board members who are uncomfortable talking about money may need additional information about your organization's audit process, your policies for handling potential conflicts of interest, and financial and accounting procedures (signing checks, handling of cash, approving expenses, outlining parameters for credit card usage). All board members should understand your organization's finances and feel comfortable vouching for its integrity.
"My friends don't have a lot of money. I don't want to put them on the spot by asking."
This fear is based on the assumption that making a donation is a painful or unpleasant thing. As mentioned earlier, board members should understand that many donors appreciate the opportunity to support a strong organization that is making a positive difference in their community.
Asking for a specific amount of money is a proven technique for successful fundraisers. Large organizations with fundraising staff often gather information about prospective funders, such as the amount of money an individual has given to other organizations, that helps determine the amount of the initial gift request.
Thereafter, requests are usually based on previous giving. When in doubt, begin asking for an amount that you believe to be high for the individual. Depending on the person's response, you will then be pleasantly surprised with a larger-than-expected gift or be quick to explain that a smaller gift would also be very appreciated.
If it is truly impossible for the donor to give money, there may be other things that the person can give, such as the in-kind contribution of professional services, volunteer time, or an introduction to another person who would be able to make a contribution. In this way the fundraising conversation is part of a larger process of building the organization's network.
"I will get rejected."
The reality is that people don't give unless they are asked. Unfortunately rejections are often par for the course. When you do get rejected, listen to what the prospective donor says and try to respond to his or her concerns. |
Jodi Hutchinson, BA, BEd is a veteran fund raiser with over 25 years’ experience in the field. She is a partner in Red Letter Philanthropy Counsel. Do you have comments or feedback? Contact Jodi at jodi@redlettercounsel.com.
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