Our profession talks a lot about creating a “culture of philanthropy,” usually disguised as part of a conversation about how certain groups are not giving to expectations. Whatever your circumstances, there is a way for these groups to build a stronger culture of philanthropy. The first step is to recognize that it’s not specifically about giving, but about setting the conditions for giving.
Women want to be engaged before they are asked for a gift. Although we cannot lead with an ask, the conversation about providing support when the time is right should not be ignored. There is a risk in focusing exclusively on engagement and never making the leap to an explicit ask for support.
We are seeing fewer Americans give because we are applying the same approaches we’ve used since the 1960s to today’s very diverse donors. Our fundraising may be too pale, male, and stale. It is time to look in the mirror at our fundraising practices and see what needs to change.
Seldom does promotion come with a corresponding investment in management training. You do not need to look far to find studies pointing to how poor management is the top reason for staff turnover. After many years of managing people, few things have been more effective in making me a better manager than writing out my management philosophy. Why does having a management philosophy work?
All donors need logical information about an organization to make giving decisions. Women need to hear facts and statistics in order to trust that their gift is in good hands. But adding communication that evokes empathy will deepen your conversations with women, leading to stronger relationships and an increased likelihood of giving.
Do your President and Deans know how many days a year you have to fundraise? I bet they will be surprised by the answer. Recently a senior university advancement leader wanted to know how best to educate the deans about how limited the fundraisers time was to actually do the work of raising money. So how many days in a year do you actually have to meet prospects and raise money?
After 25 years serving in higher ed advancement leadership, my life’s work is now focused on coaching nonprofit leaders, finding great talent for an organization, and partnering to solve a myriad of organizational issues. I am launching Coach’s Corner to complement this work, share what I am learning, and present strategic questions from leaders in the field and insights about how to address them.
Integrating women across your fundraising processes is not an all or nothing act; you can start from where you are today by taking small steps. Declaring a clear vision can be a powerful tool and first step.
In the last three decades, many university advancement departments thoughtfully designed dedicated women’s “programs” or “initiatives.” These efforts responded to women’s preferences to connect and collaborate, as well as to be engaged before they are asked. Some resembled giving circles, while others focused on placing women in leadership positions or on connecting alumnae. However, a common thread united – and limited – these programs: they all were siloed, niche programs that artificially separated women’s giving from larger development efforts.
How is women’s giving behavior different from male donors? 5 insights about what makes women donate.
