In our blog we’ve pulled back the veil on our approach and methodologies through largely ‘plug and play’ resources and Masterclasses so you can skillfully engage the funding partners your mission deserves.
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A great deal of the underpinning of this approach to engaging funders was borne out of the Sandler Sales Institute methodology, an integrity and win-win based sales approach. It has been adapted to the impact sector in collaboration with the Sandler Sales Institute.
Designed for Institutional Funders & Individual Funder Prospects
This process increases the odds of great outcomes through a system that connects you deeply to future funders. This choreography will reveal your funder’s emotional link to your mission, build your and your organization’s credibility, and develop lasting relationships that make the necessary work of fundraising more fulfilling.
Note this level of document is intended as a “cut & paste” and “plug and play” approach for the novice to the more experienced fundraiser, including board members. Craft your approach based upon your understanding of the funder’s giving history and known priorities, but with openness and curiosity around what would expand and deepen their giving to include your organization.
Cull the questions and add more questions to create a bespoke choreography for each respective funder based upon your experience and personality as a fundraiser; your lived experience should inform and enrich this living document.
Rule #1: Seek First to Understand, Then to Be Understood (Covey). Whether in conversation with the decision making funder, or someone from a larger decision-making team, be genuinely curious about their story, and appreciate their philanthropic journey to date. When you ask your questions, deeply listen to their responses. Listening, not. pitching, is the pathway to deeper engagement for both sides, resulting in greater emotional investment in you and your organization that often translates into greater financial investment and advocacy for your organization.
Rule #2: Know Your Funder. Foundation giving priorities are easily uncovered via the internet; however, obtaining a giving profile on individuals is harder to come by unless you or your “connector” has insights. Go in with at least two nuggets of information to show the funder that you’ve done your homework, and that you are focused upon them and that you are genuinely exploring if they are a fit.
Rule #3: Lead the Donor Dance with Questions. The funder should be doing the majority of the talking, but it is up to you to lead the dance in a way that helps them arrive at the outcome that is for the highest good of all. The suggested questions in this document can be omitted or altered, mixed and matched, to reflect the personality of the development person and the donor. Tailored questions should not exceed one page, and many will be abandoned based upon conversation flow.
Note: The spirit of this document is to help reveal the funder’s heart, and share your own heart/your ”why” in this journey you will embark upon together. While one-off gifts are fine, the ultimate goal is to develop deep and sustainable alliances that are based on a shared vision.
Rule #4: Don’t react immediately. Take Notes. The answers they provide are specifically telling you how to engage them as your funding partner, but do so elegantly and in its right time. It may be in the initial meeting; it may be a much larger ask that requires additional meetings, a formal written request and/or presentation, and other decision-makers.
Rule #5: Reflect back their vision and tie their vision into your Case for Support. Reflect back what the funder has said are the key reasons for giving (“Let me see if I’ve got this right….” “Did I miss anything?”). Then, if authentic, share how your organization matches their giving profile. Don’t add on what is not necessary; just because you think it’s a great feature of your work doesn’t mean the funder cares. In fact, it could pull attention away from what the funder most wants to focus upon in your work.
Rule #6: Courtesy of Ben Zander here.
Build trust through shared experiences and shared vision around advancing your mission. Share why is this yours to do. Trust is something that is partly earned because they see your passion and your commitment to the cause. Sharing the “why” behind your work, the cause, belief or purpose builds trust and loyalty. Refer to the “Crafting Your Why” worksheet to uncover key messages that make you come alive.
In short, to be truly effective, you need to care deeply about the cause you are representing so that you can connect to the funder in a heart-centered way. From that space, you build your relationship with the idea of linked arms, vs. hand out. You are in it together – as equals but coming from different forms of contribution – to solve for the issues you all care about.
If rapport is strong right away and you intuit that it is safe to go into personal territory, then pose the question: I can’t help but be curious; is there something in your personal journey that inspires you to care this deeply about (issue area)? If rapport evolves over the course of the meeting, then you can bring this question in later. It allows you to step out of your ‘roles’ and into a more richly textured conversation about a vision you both care about.
B. UP FRONT CONTRACT
Loosely translated, let’s show an appreciation for one another’s time, and set the tone as equals exploring joining together to solve an issue. Set expectations.
Before presenting your organization, uncover the funders’ giving priorities and the “why” behind them. As they share insights don’t jump in with “we do that” – Instead, wait. You’re gathering information now that will inform your presentation/case for support.
For each question, if you feel there is more to uncover that is important then you can explore it further with “Tell me more…”
INDIVIDUAL FUNDERS
Other: Bring in additional questions that tie in your organization’s strengths with the funder’s priorities. For example, was gender equality important, peace building, economic prosperity/poverty alleviation? Examples include:
INSTITUTIONAL FUNDERS
Other: Bring in additional questions that tie in your organization’s strengths with the funder’s priorities. For example, was gender equality important, peace-building, economic prosperity/poverty alleviation? Examples include:
Even with institutional funders, people engage – to a large extent – based upon emotion, which is why identifying vision and/or pain points is so important in the courtship stage. Without identifying and addressing the emotional link to your mission, the likelihood of an investment dramatically decreases. Help the funder realize the gap between where they are and where they want to be through curiosity and probing questions:
Your time is previous and limited resource, so it is important to qualify or disqualify the funder candidate. Are they a true prospect or just a suspect? Does funder make decisions on their own? Do they get help from colleagues, a board, or in the case of engaging individuals, do they collaborate on decisions with a spouse? Do they think things over, are they data-driven, can a decisoin be made now? The goal is to uncover the following:
Sample Questions:
Weive in things they’ve shared, demonstrating you heard them and are tuned in to what is important to them in their giving.
Use visuals! 65% of the population consists of visual learners. “Do you mind if I show, not tell?” Have a slide show with your live narrative (auditory learners), highlighting how their vision ties into your work. You can also use a video. In both cases, talk about the people in the slides/video. Tell behind-the-scenes stories of the people you are serving so the listener can connect with the human element beyond the visuals while anchoring in your mission through storytelling.
Note: Many funders respond well to deadlines. It focuses on their passion and why you are doing what you are doing. Example: Now that the program has been a proven success since 2007, the vision is ___________ by 2027, a 3-year plan that needs a financial anchor now, someone like you who also cares deeply about (issue area). You could go farther with: “I thought of you specifically because of your deep commitment to ________, and __________.”
Paint a picture of how their specific gift will make a difference. The arc of that narrative should include:
* We Share in the Pain of How Things Are. We share your vision of ________________ (example: lifting millions out of poverty in East Africa).
* This is How the Communities We Serve Used to Be ((Stories/Emotional Texture of individuals who represent a larger population are most powerful, giving your audience someone to connect to and root for.)
* Because of Supporters Like You, This is How They Look Today. (Stories/Emotional Texture of individuals who represent a larger population are most powerful)
* With Your Help, We Can Have XX Impact Within One Year (Urgent, Tangible)/3 years.
Quite simply: “We want to join together in our shared vision of ____________.
Will you join us on this journey?” Make a specific dollar-amount ask based upon all you’ve uncovered. OR if you are not confident in a specific amount based upon how the conversation has unfolded, an alternative is:
“You’ve shared your heart and vision beautifully, and it’s clear that solving this (issue area) is something you care deeply about. I would love invite you to join us, but I’m not sure where to go next in terms of making a financial ask. Based upon all we’ve discussed, where do you see yourself?”
Another Way:
It’s clear based upon our conversation that realizing our shared vision of ____________ is profoundly important to you. What would it look like for you to:
What they share in their answers are the specific ways in which to engage them. The next steps would be fulfilling what they need to engage (as long as it fits within your mission, of course).
If the funder cycle is longer and involves a proposal or grant submission:
Send a short follow up email thanking them for the exploration, and try to include an article of interest or some nugget, something that came up from your conversation that is not about your organization but places focus upon them and what they’ve shared as important to them.
Recording a voice memo and emailing it is also high-touch, expressing gratitude and warmth for spending time with a kindred who cares as deeply as you do about the vision. Be sure to write in the body of the email that it is a voice memo, otherwise people may be wary of opening the attachment.
Send a more formal follow-up email after the meeting to recap your understanding of the Funder’s giving priorities. Advise them that this will be the framework for a formal proposal. Ask: “Have I missed anything?”
Note: Written proposal/grant submission should be based primarily upon these funder priorities unless there is a formal grant format you are to follow.
Regardless if a person commits at that time, ask: What other potential supporters do you feel should know about our work? Who else cares as deeply as you do about ________?
Would you be open to making an introduction?
NOTE: Customize, add and delete questions based upon the funder and the circumstances.
If the answer is No, get clear on why you were invited to meet/submit a proposal, why the declined funding, and what opportunities may still exist in the future. You can share that you are always seeking to improve to would like to gain more clarity via a 20-minute conversation, preferably a video call. Sample questions:
Close with gratitude and a handwritten note within 24 hours.
by Natalie Rekstad, Founder | Black Fox Global
© copyright black fox global 2024
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