The Influential Fundraiser

1. The Influential Fundraiser UWNYS Summer PAC MeetingCooperstown, NY Thursday, July 29, 2010

2. The �Old� Perspective on Fundraising- Moves Management Constituent /customer relationship management (CRM): Finding, analyzing and tracking constituent information to form personal, lifelong relationships with your donors. Solicitation strategy: Increasing the success of your efforts by targeting prime donor prospects. Program and pipeline management: Move prospects through successive pipelines: identify, qualify, cultivate and solicit � with the intent of progressively turning them into donors and predicting future gifts. Strategic analysis and execution: Evaluating your program in light of specific goals and objectives to ensure optimal results. http://www.blackbaud.com/files/resources/downloads/WhitePaper_MovesManagementSuccess.pdf Drawn from old fashioned sales techniques crudely applied to the donor relationship, with an emphasis on �closing the deal�, rather than mobilization of the donor beyond the intended �ask�. You can no longer just write a good case statement, share it and expect buy-in and support. Our new community impact focus as United Ways needs to be on mobilizing our stakeholders to action�whether is be giving, advocating or volunteering, all commitments require a cal to action, no longer just a mechanical process �cross off the step and move to the next one� approachhttp://www.blackbaud.com/files/resources/downloads/WhitePaper_MovesManagementSuccess.pdf Drawn from old fashioned sales techniques crudely applied to the donor relationship, with an emphasis on �closing the deal�, rather than mobilization of the donor beyond the intended �ask�. You can no longer just write a good case statement, share it and expect buy-in and support. Our new community impact focus as United Ways needs to be on mobilizing our stakeholders to action�whether is be giving, advocating or volunteering, all commitments require a cal to action, no longer just a mechanical process �cross off the step and move to the next one� approach

3. Remember �Good to Great�? Defining Great- superior performance, distinctive impact and lasting endurance Level 5 Leadership- personal humility and professional will First Who- getting the right people both on the bus and in the right seats The Hedgehog Concept- what can your organization be the best and the most efficient at? Turning the Flywheel- building momentum by building the brand

4. A �New� Perspective on Fundraising-Building on the Good to Great Themes The Influential Fundraiser: Using the Psychology of Persuasion to Achieve Outstanding Results Written by Bernard Ross and Clare Segal (Wiley & Sons, 2009) Book review highlighted in The Chronicle of Philanthropy Case studies available at: http://influentialfundraiser.com/case_studies.html =mc (The Management Centre)- internationally based consulting firm that works exclusively with nonprofit and charity organizations Other books: Breakthrough Thinking for Nonprofit Organizations: Creative Strategies for Extraordinary Results The key proposition in this approach is that other people do not necessarily share our way of thinking or making decisions. To be successful we will need t recognize differences and be flexible enough to adapt to them. =mc (The Management Centre)- internationally based consulting firm that works exclusively with nonprofit and charity organizations Other books: Breakthrough Thinking for Nonprofit Organizations: Creative Strategies for Extraordinary Results The key proposition in this approach is that other people do not necessarily share our way of thinking or making decisions. To be successful we will need t recognize differences and be flexible enough to adapt to them.

5. What is Influence? The �managed relationship� of helping others to: Understand Accept Act on �your point of view� We make lots of assumptions in fundraising that may serve as a barrier to our success Managed relationship- steps and stages that have to be organized systematically Understand- the prospect may not even know that the challenge exists Accept- you need to be sure that your prospect agrees that the issue is their responsibility Act on- you and the prospect need to be clear on the change that you want/action that you want to occur Point of view- how do you make your point of view become their point of view without using coercion or manipulation We make lots of assumptions in fundraising that may serve as a barrier to our success Managed relationship- steps and stages that have to be organized systematically Understand- the prospect may not even know that the challenge exists Accept- you need to be sure that your prospect agrees that the issue is their responsibility Act on- you and the prospect need to be clear on the change that you want/action that you want to occur Point of view- how do you make your point of view become their point of view without using coercion or manipulation

6. The �Cog� Metaphor The 5 P�s of Influence: Passion Proposal Preparation Persuasion Persistence

7. Passion Emotional engagement- your commitment to the cause The elevator pitch�think, feel, do Emotional intelligence- your ability to internally and externally manage your relationships Self awareness, self regulation, motivation, empathy, social skills Understanding donor motivations- their passion is the �driver� to action

8. Donor Motivation . Hygiene factors- people need to feel safe with your cause; if these things are missing, they will feel dissatisfied or demotivated; absence of concerns (security, credibility, meeting expectations) Neutrality- no strong feelings either way�this is where many of our donors are; they know we do good work, but they are not excited about it and are not motivated to any more than hey are currently doing Motivating factors- drivers that encourage someone to take further action; to gain peer respect, feelings of guilt, to celebrate an occasion, desire to make a difference, sense of anger or outrage, personal experience with a cause, commitment to value or belief Key drivers to action: features (essential characteristics), benefits (how the features will pay off), motivators (the specific payoff they need to spur them to action)Hygiene factors- people need to feel safe with your cause; if these things are missing, they will feel dissatisfied or demotivated; absence of concerns (security, credibility, meeting expectations) Neutrality- no strong feelings either way�this is where many of our donors are; they know we do good work, but they are not excited about it and are not motivated to any more than hey are currently doing Motivating factors- drivers that encourage someone to take further action; to gain peer respect, feelings of guilt, to celebrate an occasion, desire to make a difference, sense of anger or outrage, personal experience with a cause, commitment to value or belief Key drivers to action: features (essential characteristics), benefits (how the features will pay off), motivators (the specific payoff they need to spur them to action)

9. Proposal The case statement- must have time and impact component (either negative or positive future) Opportunity, crisis, vision, risk A good, strong case statement: Favors short, familiar words Keeps most sentences short Uses active verbs Puts people in the writing Like a �good brick�- simple, memorable, powerful Case statements end to have lots of issues; too long, too much lingo/jargon, too fixed, too internally focused What do you need, why is there a pressing need, how is your organization uniquely qualified to tackle this need, what are the benefits of your action, what are the negative consequences if you fail?Case statements end to have lots of issues; too long, too much lingo/jargon, too fixed, too internally focused What do you need, why is there a pressing need, how is your organization uniquely qualified to tackle this need, what are the benefits of your action, what are the negative consequences if you fail?

10. Preparation Outcome versus fundraising goal Paralysis by analysis- moves management focuses on biographical data collection based on propensity and potential to give; you will never have perfect data Paralysis by analysis- moves management focuses on biographical data collection based on propensity and potential to give; you will never have perfect data

11. Establishing the Outcome You Want The seven steps Be clear what you want. Establish the evidence. Consider the context. Establish the resources you control. Consider the consequences. Anticipate the challenges. Develop a flexible plan. �LIM-its�- like, intend, must

12. Persuasion Research has demonstrated that high achievers in many fields partly owe their results to the quality of their communication skills (neuro -linguistic programming- NLP) Build rapport Speak the language of influence Auditory- sounds and words Visual- pictures and images Kinesthetic- mostly feelings and touch 3 channels of communication: 55% body language, 38% voice, 7% words Leading- in order to change someone�s view of the world, you first have to enter into their world The language of influence- visual (35-45% of people), auditory (5-15%), kinaestheticn(25-35%); notice the donor�s preference 3 channels of communication: 55% body language, 38% voice, 7% words Leading- in order to change someone�s view of the world, you first have to enter into their world The language of influence- visual (35-45% of people), auditory (5-15%), kinaestheticn(25-35%); notice the donor�s preference

13. Perceptual Positions Important in Fundraising Influence Position 1: The way you experience the world Position 2: The way someone else experiences the world Position 3: Observing the interaction from an objective �external� position��from the balcony� Position 4: Getting the big picture

14. Persistence and Filters Answer F�s: 7 Unhelpful filters: deletion, distortion/misinformation by linking tow unlinked issues or experiences, generalization Positive filters: match or mismatch, associated or disassociated, toward or away from, big chunk or small chunk, past, present or futureAnswer F�s: 7 Unhelpful filters: deletion, distortion/misinformation by linking tow unlinked issues or experiences, generalization Positive filters: match or mismatch, associated or disassociated, toward or away from, big chunk or small chunk, past, present or future

15. Dealing with Objections The nine fundraising �NO� s�: No, not for this No, not you No, not me No, not unless No, not now No, not in this way No, too much No, too little No, go away ?

16. Persistence: How to Make a �No� a �Yes� Chunk it up Anticipate the �killer� questions and be prepared for them The secret is both timing and decision making strategy Automatic Number of times Period of time Consistency over time

17. Influencing a Group: The Presentation During your presentation: Adopt confident body language Make gestures for impact Use eye contact to build rapport Use �living language� and meaningful pauses Use audio-visual resources

18. In Summary� The 5 P�s of Influence: Passion Proposal Preparation Persuasion Persistence The cog metaphor againThe cog metaphor again

19. The Five Last Steps� 1. If you always do what you have always done, you will get what you have always gotten 2. Everyone has their own unique map of the world- to change it you need to first understand it. 3. You already have most of the resources you need to influence people. 4. If someone else can do something, you can learn from that person�s success and you need to model your success. 5. The meaning of your communication is the response you get- there are no failures in influence, only outcomes.

20. Thank you! For more information: www.theinfluentialfundraiser.com Elizabeth Monaco, Executive Director, Chenango United Way, 27 West Main St., Norwich, NY 13815; 607-334-8815 or cuwemonaco@frontiernet.net