Honoring Commitments
When someone makes a promise, it is essential for them to follow through. This is a matter of justice.
As fundraisers, we sometimes make excuses for donors, especially if we feel uncomfortable asking for funds. However, it’s important to remember that what may be our top priority is likely much lower on the donor’s list. Life gets busy, and it is our duty (and theirs) to ensure that commitments are fulfilled.
Even the best donors may need gentle reminders to confirm their commitments. It doesn’t mean they don’t like you or that they’re angry; it simply means they have competing demands on their time.
That's why I suggest developing a communication plan that suits the donor’s style.
There are a few guidelines that can be useful in that process. Generally, I recommend waiting for 10 days before sending the first reminder, followed by another reminder after 7 more days. Continue with reminders every 3-5 days thereafter until they provide a definitive response or deliver their contribution.
This schedule may seem more aggressive than what you’re currently following, so it’s crucial to avoid being pushy or aggressive. Instead, make each communication a source of good news. Never remind the donor that you're "following up on a previous message" or "just circling back". It's rude. Instead, make each email a delightful experience for the donor.
Understand that donors may have their own timelines for fulfilling their commitments. Once they communicate their preferred timeline, respect it and mark it in your calendar. If they need to wait six months, patiently wait while staying engaged and providing updates as appropriate.
Personalize your follow-up communication with each donor. Avoid putting it on autopilot. Ensure that they understand how their gift aligns with their values and interests. Remember that nurturing the relationship is more important than the immediate outcome. By maintaining this approach, you can uphold justice, foster donor engagement, and navigate the follow-up process with thoughtfulness and respect.
When following up with individuals, it’s important to consider four categories.
-The first category comprises individuals with whom you haven’t made any contact, either through voicemail or lack of response. It’s crucial to persistently reach out and make additional attempts to connect.
-The second category consists of those who have requested a callback. Honoring their request and following up at the agreed-upon time is essential.
-The third category includes individuals who have pledged to donate but haven’t done so yet. It’s important to maintain contact, offering them opportunities to contribute.
-Lastly, the fourth category encompasses those who have already donated. Express gratitude for their donation, while also staying in touch and providing updates on its usage.
By organizing individuals into these categories and tailoring your follow-up accordingly, you can foster a productive and professional relationship, increasing the likelihood of their engagement with your organization.
Phone Calls
When making calls as part of your profession, it’s crucial to acknowledge that most calls will likely result in voicemail or no answer. Understand that a lack of immediate response doesn’t necessarily imply disinterest. Recognize that recipients have their own priorities, and your call may not be at the top of their list.
Call time can trigger deep psychological fears and voicemails may start to feel like rejection. Don't get discouraged. Remember that this is just a matter of priorities.
To remain top of mind, implement a system that maximizes the chances of connecting, involving multiple call attempts, follow-up emails, and text messages. Persistence and respect for the recipient’s priorities and time are key to maintaining a professional and fruitful relationship.
As a fundraising professional, it’s crucial to have an efficient strategy for following up with prospects. One effective approach is scheduling call-backs for voicemails. For individuals who haven’t donated or engaged with your business before, consider calling back voicemails every three days. Additionally, complement calls with follow-up emails and text messages to increase the likelihood of a response.
Some prospects may not be interested in engaging with your organization, and persisting beyond a certain point can be counterproductive. A good rule of thumb is to stop following up after five voicemails. At this stage, the prospect has likely made a decision or isn’t interested.
Remember, a “no” allows you to redirect efforts toward more promising prospects. Dealing with indecisive and uncommitted individuals can be time-consuming – it's the "maybes" that really hurt. Recognize when it’s time to move on and focus on more promising prospects, as time is a valuable and irreplaceable resource.
When individuals request a call back, remain courteous while maintaining control over the situation. Instead of passively agreeing to their request, offer assertive alternatives for communication. For example, suggest a specific time to call them back or schedule a call for a mutually convenient date. Taking control of the time frame showcases professionalism and ensures an efficient communication process.
If a prospect cannot contribute at the moment but shows potential for future engagement, handle their case accordingly. For prospects unable to contribute for an extended period, tag and temporarily remove them from the call.
When requesting money from people, a well-defined system of follow-up is crucial. This includes in-person meetings, phone calls, and emails.
The insightful fundraiser Simone Joyaux reminds us that “donors do not give to your organization. They give through your organization.” This sentiment holds true, especially in the follow-up process.
Follow-up serves as an essential tool for fostering donor retention, the most critical fundraising metric. Surprisingly, it is often underutilized by many organizations, possibly because it can seem “soft” and challenging to measure individual follow-up success. However, donors desire to see the impact of their contributions and want to make a difference. Demonstrating how they achieve this is a powerful way to encourage future giving.
Retention and follow-up go hand in hand. Keep donors informed about your organization’s developments. Share news with enthusiasm, whether it’s your organization’s accomplishments, new hires, or program successes. Host events that bring donors together, focusing on fostering connections without making direct donation requests. Consider inviting special guests who align with your donors’ interests. Use personal notes and make phone calls to connect with donors. Support them by providing tools for their successful engagement, such as interesting project opportunities, recommendations for other organizations to support, or ways to involve their family members.
Follow-up can take two forms: group and individualized. Group follow-up, such as newsletters, should be automatic and consistent. Although it may be harder to determine the specific impact of mass communications, ensure you maintain the donor’s perspective and regularly seek feedback to improve group communications. Recognize that recipients are aware when they are part of a mailing list. Individualized follow-up is primarily the responsibility of a major gifts officer, which sets it apart from annual fund efforts. Although it requires more time and effort, personalized attention at the appropriate level significantly enhances retention and individual engagement, making the investment worthwhile.
Experience and data have shown that there is a marked difference in the reliability of pledges to "give" and pledges to "raise". It’s crucial for successful fundraisers to recognize and respond to this difference.
I treat a giving pledge with a level of certainty at 80%. When a donor states, “I will give”, I have a clear, direct promise of a contribution. The intention is stated, and the means to fulfill it are within the donor’s control.
However, when a donor says, “I will raise”, the certainty dips significantly, down to around 40%. This isn’t a comment on the character or intentions of the donor, but rather a reflection of the nature of the task. Raising funds is an indirect and challenging endeavor, subject to variables beyond the control of the person making the pledge. The donor may have every intention of fulfilling the promise but may encounter obstacles in persuading others to contribute.
Similarly, someone who says "I'll try to give" comes in at around 60%, while someone who says "I'll try to raise" comes through at about 20%.
Understanding this distinction, the role of the fundraiser is to ensure that a ‘will raise’ pledge is nurtured with additional support and resources to improve its chance of being fulfilled.