5. Identify possible roadblocks and strategies to overcome them

Before you approach the prospects, anticipate tough questions that they might ask. Make a list of ten or more. Brainstorm on these with a group of your colleagues.

This stage should be completed before you train the volunteer askers. You'll need to be able to share these roadblocks, and the `block-busters' with them.

Some objections are standard. These might apply to any organization. Others only fit particular groups. Examples of roadblocks include:

• Tell me more about… [a topic not familiar to you].
• Why did (or didn't) your group take action on…?
• What's the money for?
• What recognition can I get?
• How much did you give?
• How much did So-and-so give?
• Why didn't I get a tax receipt/proper recognition/etc for my gift back in 19 ?
• How did you get to know so much about me?
• How did you decide how much to ask me to give?
• Why does you organization have a deficit/surplus?
• Didn't your organization have a board split/fire someone/have a key person arrested recently?
• I'll give, but only if I can get the following recognition…
• I'll give, but only if you spend the money on… [and the prospect names something that you are not raising money for, or that would raise problems].
• I'll give, but only if you provide me with… [personal benefits, such as granting me a degree at your university, hiring a relative for a job, getting me a backstage pass, getting me free tickets for an event].
• I already support the United Way. Why should I give to you?
• I already support other similar groups.
• How can you ask me to give when the economy is in the state it is now?
• Doesn't the government provide all of your funding? or, The government should provide all of your funding, and if I give you money it only lets the government off the hook.

You may well be able to add others to this frightening list.

You may be asked to state your stance on abortion, animal rights, gambling, alcohol, bilingualism, tithing, or any of a number of other controversial issues. Even if your organization doesn't officially have a policy, the prospect may want to know the unofficial position, or your personal position.

There's a standard four-part process to handle almost any tough roadblock. Here's the magic formula:

a) Validate

Agree with or at least acknowledge the person's point. Say something like, “I think I can understand how you'd feel that way.”

b) Ask Questions and Listen Actively

Ask for more information before you begin to answer. If you jump too soon, you may create new problems.

When one prospect said, “I think your organization is too political”, the fundraiser responded, “Well, you must be referring to our position on South Africa”, but the prospect interrupted. “No,” the prospect said, “I meant your position on something else entirely. Now do tell me about this South Africa position.” The fundraiser had accidentally created a whole new set of problems.

Give the prospect lots of `air time'. Ask more questions for the prospect to answer. That way you can find out exactly what they think and how much detail they need. You may even discover that you actually agree on the issue.

c) Respond Briefly

Answer very briefly. Before you take a second breath, ask the prospect if she or he wants more information. It's easy for an answer to turn into a long-winded explanation, that bores the prospect and raises new controversies.

Never argue with or criticize the prospect. Protect your organization's long-term relationship with the prospect over any short-term fundraising needs or desire to `educate' the prospect. Return to the appeal as quickly as possible.

d) Ask for the Donation

Bring the discussion back to the needs of the people you serve (never emphasize the needs of the organization). Ask the prospect again to support them.

Let's tackle some of the roadblocks to show how this model works.

Q: “I already support the United Way. Why should I give to you?”

A: Validate the prospect first: “I'm glad to hear you support the United Way. I do, too. They do a lot of good work.”

Inquire further and listen.

Option A. If your organization is a member of the United Way:

“Did you know that our organization is a member of the United Way?” (Pause for an answer.)

“Do you know what portion of our work is covered by the United Way?” (Pause for an answer; and if the prospect wants further information, by all means share it.)

“Did you know that United Way allocations to all the member agencies only went up (or actually went down) by per cent, while the need increased by per cent. Do you think that we should only increase (or should decrease) our services by the amount of the United Way allocation?” (Pause for an answer.)

Option B. If your agency is not a United Way member and is eligible for membership:

“Did you know that the United Way only takes on [number] of new agencies every year? (Pause for an answer.) Unfortunately, their fundraising simply can't meet all the needs.”

Option C. If your agency is not a United Way member and is not entitled to be:

“Did you know that the United Way is restricted to providing funds for social services? Agencies like ours are not eligible.”

Ask for the donation:

“As you can see, there are many people who need help, and the United Way can't cover all their needs. Would you consider a gift in the range of [amount] to help those people?”

Q. “Doesn't the government provide all of your funding?”

“The government should provide your funding, and if I give you money it just lets the government off the hook.”

A. Validate:

“I wish we did receive 100% of our funding from the government. That would solve so many problems.”

Respond briefly:

“In the current economy, even if the government agreed to provide 100% funding, it's too risky for an organization to have all its eggs in one basket. The government's policies and priorities can change very quickly.” (Pause for a response.)

Ask for the donation:

“We'll continue to try to persuade them that they should provide more funding, but in the meantime, people still need services. How would you feel about donating $X for Y services?” (Pause for answer.)

Q. “How much did So-and-so give?”

A. “I think that's a reasonable question. A lot of people like to compare their donations to others'.”

Option A. If `So-and-so' has given you permission to reveal the amount, answer:

”So-and-so and I anticipated that you might want to know that, so he gave me permission to tell you in confidence that he gave $ . With that in mind, how much do you think would be appropriate for you to give?” (Pause for an answer.)

“By the way, other people I talk to might ask what you've given. Can we have your permission to reveal the amount of your gift? We'd ask them not to tell others. And if there's anyone you don't want us to tell, that's fine, of course.”

Option B. If you don't have permission from So-and-so:

“I don't have permission from So-and-so to reveal his/her donation. It's important to respect confidentiality.” (Pause for a response.)

“Would you like me to contact So-and-so and ask for permission? (Pause for an answer.) Can I tell him it was you who asked? (Pause for an answer. If the donor seems keen, add the following:) Would you like to challenge So-and-so to give extra to match your donation?”

Option C. If So-and-so hasn't given yet:

“So-and-so hasn't made a contribution yet. Do you think your donation might influence his/her gift?”

Q. “How much have you given?”

(This is why you were warned at the beginning of this book that it is important for all solicitors to also be donors.)

Tell them, but not in dollars — put it as so many days of pay or a percentage of your income. Then the prospect, who may well be wealthier than you, will get the idea that he or she should give proportionately.

Q. “How can you ask me to give when the economy is in the state it is now?”

A. ”I understand. It is hard to be as generous as one would like to be in the current economy, isn't it? Has the economy affected you personally?” (Pause for an answer; sympathize, and discuss the situation.)

“What effect do you think the economy has had on the people that we're trying to help?” (Ask the prospect if he/she would like more details. Keep your answer brief and talk about your organization's participants.)

If the prospect responds that he/she really would like to help, but simply can't afford to right now, go back to the `later' strategy. “Would you find it easier to give small monthly donations or a post-dated cheque?”(Pause for an answer.) “Would you prefer talking about this at a future date? (Remember to set the date for the next visit now.)

What Advice Did The Biggest Donor Ever Offer on Asking for Big Gifts?

You may admire the legacy of the Rockefeller Foundation. You may not care for the politics or commercial practices of the man who started it all. You may find the language in this document, which is over a century old, a little dated (or worse). Nonetheless, you may find the advice is still valid today.

1. When making a solicitation, dress well with costly clothes, immaculate linen, and well brushed shoes. See also that your hands are clean.
2. Hunt in pairs. A call by two persons makes more impact than one, but only one should talk. This has greater dignity.
3. Both people should have an elegant personal card to present at the door.
4. At the outset, ask only for a few minutes of the person's time, and by plunging into the subject, create the impression that the call will be short.
5. Enter the room in genial and radiant good nature. Allow no provocation to disturb this good humour. Keep your victim also good natured, and this throughout!
6. If you find him big with gift, do not rush too eagerly to the birth.
7. Let him feel he is giving it, not that it is being taken from him with violence.
8. Appeal only to the nobler motives. His own mind will suggest to him the lower and selfish ones. He would not wish you to think that he has thought of them.
9. Let the victim talk freely, especially in the early part of the interview, while you take the opportunity to study his peculiarities.
10. Never argue or contradict him. Let him talk, talk, talk. Give the fish the reel and listen with deep interest.

What Advice Does the Church have on Asking for Big Gifts?

You may not be a religious Christian. You may not be conducting an Every Member Visit. You may find nevertheless that this advice can be adapted for your group.

1. Thou shalt not let fear, nor horror stories stay thy steps. Face the fears and talk about them; unsurfaced fears may sabotage any visitation program.
2. Thou shalt not visit without vision. Each visitor must feel ownership of carefully worked out goals and objectives regarding the mission of the church in the community and world.
3. Thou shalt not visit with thy head in the clouds. It is nice to be spiritual, but go to all training meetings so you will know what you are talking about when you make your visits.
4. Thou shalt not put off making thy calls to a more convenient season. Make your calls on the day or days assigned, and be assured that a more convenient time will never come.
5. Thou shalt not lose count on each visit that God gavest thee one mouth and two ears — to be used in like proportions. Listen to the verbal and nonverbal messages of pain, joy, fear [and] hope, because …feelings… must be expressed before one can hear.
6. Thou shalt not visit with thy tail between thy legs. Without apology, tell the Church's story of love for the world and let the people in the home know it is a privilege for you and them to give time, talent and money to the work of Jesus.
7. Thou shalt not clear the children away when entering a home to talk about the love and work of Jesus. Make it clear that each family member is important and that no one is too young or too old to learn from Jesus, who continues to place a child in our midst.
8. Thou shalt not do unto others what thou has not done unto thyself. Make your own commitment of time, talent and money before you ask others to do so.
9. Thou shalt not forget to follow up. Turn in all information, suggestions and commitments given to you; and make sure all offers of help don't end up in the dead-end file.
10. Thou shalt pray without ceasing. When we pray, God opens doors, hearts, hands and sometimes banks of resources that we didn't even know were thee.

6. Make the appointment to see the prospect

You're now nearly ready to ask. You've recruited the right volunteers, put them in pairs, trained them, and assigned them to the right prospective donors. You've decided on the right amount, time, project and approach. Now it's time to make an appointment to see the prospect.

Prepare before you telephone.

The phone call should be made by one of the two people who will meet the prospect, not by a secretary.

Gather all the information about the prospect.

Have your appointment calendar handy. Select several dates to propose that are suitable for both volunteers on your team.

Think ahead about issues like the following:

Have a reason to ask.

Before you call, identify at least one reason why that person (or couple or family) may be interested in giving a significant contribution. This forms your rationale for the approach to them. Reasons may be:

• She has proved a supporter of your group over the years and you are hoping that she will extend support to a new and specific program.
• He may be a prominent person in the community and his involvement and leadership will be valued by your group as an example to others.
• They may be personally concerned about your issues because of their own interests, or those of family or friends.
• He may have business or professional interest in the issues your group is concerned about.
• She may see that public identification with your group is good for business, thanks to positive publicity or services to employees.

Decide where you want to meet the prospect.

· Your Site

If possible, meet the person where your nonprofit group works, especially if the prospect can see interesting activities, meet people, or view new developments.

Lyman Henderson likes “being asked to a demonstration of some kind”, he says. “I think those are particularly good. Like a backstage tour, or attendance at a rehearsal in the arts forum. Or going through a medical centre.”

· The Prospect's Premises

The prospect's home, office or workplace can also be excellent. Some experts advise against this, because it puts you at the disadvantage. They are in their `home court', as it were. I disagree. They are comfortable in their home or office, and that's important. You may also be able to pick up clues from the photos, souvenirs, hobbies or trophies on display. Linda Bronfman had this to add, from her viewpoint as a donor:

If you're willing to come to my office, it's more likely that I'll have time to meet with you… I've been asked to trek [a long way] out to places for causes when I don't know [yet] if I'm going to be interested.

· Neutral Territory

Although some consultants recommend them, I suggest you avoid meeting in public places such as restaurants. Marga Callender agrees:

I tried that — and hated it. Not only did I have to focus on listening and making a presentation, but I also had to look at the menu, talk to a waiter who interrupted at strategic moments, and eat. Often the call was finished long before the meal was. After a few afternoons with indigestion, I ignored the experts' advice.

In addition, you may find it awkward to handle the moment when the bill is presented. Should the donor pay, on top of agreeing to a generous contribution? Should the organization pay, demonstrating that the donor's gift would be squandered on high-priced meals? Should the volunteer pay, elegantly sidestepping the problem, but adding to the volunteer's burden? Some people resolve this by going to a club where the bill is never brought to the table. Others arrange payment in advance. Both these solutions obscure the problem, but still leave the donor wondering.

In addition, there is the danger of many social errors. Spills, food stuck in teeth, bad meals, annoying people at the next table, deciding whether it's acceptable to order alcohol or to smoke — all these things make it more complicated than necessary.

Avoid restaurants unless the prospect suggests it and there is no other choice.

Phone for an appointment.

Phone the prospect and ask for a time when you can all get together.

Avoid giving much information on the appeal over the telephone. Otherwise the person may make a decision at that time. This is very important.

When making an appointment:

• Ask if you can meet and talk to them about what you are doing for your community. Tell them you believe they may be interested. Say you'd like to explain more to them in person. The discussion will last about half an hour.
• Don't be drawn in by questions at this point. Communicate a sense of urgency by being brief and to the point. Keep the call short and not social.
• The prospect may say, “This isn't about my making a donation, is it?” Respond honestly. Don't hide the fact that you are calling about a donation. Don't deny it or try to surprise the prospect; in most cases he or she will resent this approach. Say, “Yes, you can choose to contribute, but this is an unusual program and we need your advice as well as your support. I'd like to tell you more about the program. Can we set up a time when I can fill you in?”
• If the prospect can't meet with you to talk about a donation, suggest alternative dates.
• If the prospect completely refuses to meet you to discuss a donation, this is a warning sign. Either you have not done enough cultivation yet, or this person is not really a prospect.

In either case, meeting the prospect at this stage would be a waste of time — for both the nonprofit and the prospect. Find out if this person should be politely dropped from your major prospect list. Perhaps the money isn't available right now, or is committed elsewhere. Perhaps there is no real interest. Whatever the reason, if this is a dead end, send a friendly letter; make a note in the file for the future; and put your energy elsewhere.

If the prospect might still become a donor, try to use the phone call to explore further. Are there any special interests you might use in your ongoing approach? Ask the reluctant prospects if they have any particular concerns that need to be addressed. Then continue the cultivation process.

Send a letter to confirm the appointment.

Once you have agreed on a date, time and place, send the prospect a brief note to confirm the details.

Add enough interesting materials to complete the cultivation process, and have the prospect excited about seeing you. Your letter might have a few phrases about the organization's work, or you might attach a news clipping or a brochure.

Avoid turning this into a direct mail appeal. You do not want the prospect to make a decision based on the letter. It is merely an appetizer to put him or her into the right frame of mind when you arrive.

Fundraising expert Charles Mai has excellent suggestions on how to make this letter readable:

When I ask a prospect, “Did you receive my letter?” and get the reply, “Maybe, I'm not sure”, the letter was a failure. Even worse, prospects have claimed they never received my letters.

The beginning of your letter, proposal or brochure is enormously important. Lois Duncan, in her famous book on writing personal experience, How to Write and Sell Your Personal Experience, calls it “a hook that snags the reader and won't let him go until he has read through the entire article.”

She favours an anecdote as an opening, “with characterization, colour and action”, such as “The student faced his assailant quietly.” In a few sentences we are fascinated how a young blind man defends himself with karate against a vicious attack.

She also likes a `startle statement' such as “The day I died, it was raining.”

One of William Zinsser's favourite leads is, “I've often wondered what goes into a hot dog. Now I know and I wish I didn't.”

Marjorie Holmes, in Writing the Creative Article, gives an example of a `straight opening' which you might adapt: “There is a wonderful afterglow of pleasure that accompanies every act of tactful giving.”

For a powerful message, you decide on an angle and bring it into focus. Marjorie Holmes urges us to use every incident, description or anecdote to “lighten, shade, enhance or clarify” the one subject.

If I were trying to get a big gift for cancer research, what would you think of this: “My daughter is alive and enjoying life to the full because of laboratory work which began ten years ago in a distant city. This lifesaving work originated from a single grant by one person.”

That would be followed by a portrait of the attractive and vibrant daughter who will do much good in the world, but who almost died of cancer. Dialogue and description would make this a living person to the reader.

Then follows an equally graphic portrait of the donor, how his gifts inspired others and a simple, understandable description of the research which saved many lives.

If following these suggestions seems too complex, settle for a simple note confirming time and place. Have it signed by the volunteer who will visit.

Before the visit, make sure each volunteer knows clearly what she or he is responsible for doing. A central coordinator may be essential with large groups. It can be frustrating to have one team member saying to the other, “But I thought you were sending the letter!”

These forms may help you track your contacts with the prospect, and make sure each step was actually done:

Prospect's name:

First Phone Call to Arrange Appointment

Date and time call should be made:
Date actually done: __same, or: By whom:

Results:
__Appointment set for (date/time):
Location: __Call back on: __Other:

Letter to Confirm Arrangements

Particular points to mention in letter:

Other notes for use in conversation or for file:

Date letter should be sent:
Date actually done:
By whom: __same or: __Copy of letter attached

7. Visit the prospect

You're as ready as you'll ever be. You know what to say — and if you forget, you've got a team member to help you remember.

Go visit the prospective donors.

Remember to be a friend to the prospects. Don't manipulate or trick them into doing anything they'll regret later. Don't do anything that you'll regret later.

The donors must genuinely want to support your good work. They must be able to afford their donation. If they do, they'll end up feeling positive about you, the group, and themselves.

8. Follow up afterwards

The work is not quite finished once you say good-bye to the donor. Whether or not you got a contribution, there are still a few details left. They are not too onerous, but if they are not done they can cause problems in future.

Keep records for the future.

The first things the volunteer should do after leaving the donor are:

a) Get out of sight. Go around the corner. Head for the office. Go to a doughnut shop. You've got a few minutes of work to do, and you don't want the donor to see you sitting in your car parked out front, making notes.

b) Breathe a sigh of relief. Yell out a big yahoo! Say a prayer, if you wish.

c) Make notes on the visit. Don't talk to anyone else until you have done this — you might forget important details. (What should you record? See below.)

d) Write a thank-you note to the donor and mail it the same day as the visit.

Record anything and everything. You will almost certainly need this again in the future. It may be that you won't need to do any more fundraising for decades — but chances are you will be asking for money again much sooner than that.

Don't trust to anyone's memory. The most unforgettable facts aren't. People can forget their own anniversaries. They call loved ones by the wrong names. As fundraiser Warren Steen says, “The shortest pencil is better than the longest memory.”

• What were the results of your request?
• Do you have to make a second visit? When? Where?
• Do you have to get answers to the donor's questions?
• Did you learn anything about the donor that is not in the files?
  • personal interests, opinions or hobbies
  • concerns, objections, questions asked
  • the names of the children or other family members
  • what the donor or family members do for a living
• what do you know now that you didn't know before the visit?
• if you were making this visit again right now, what would you want to know?

Forms that may help you follow:

Thank everyone.

Thanking people is important. Many donors have complained that they only way they knew their donation was received was the cancelled cheque.

It does no harm to thank too many people, or to thank people too often. According to David Heetland:

The key is to thank people immediately for their commitment and regularly for their gifts. One fundraiser suggests that when persons make a gift, they should be thanked until they make the next one. Certainly the possibility for future gifts is greater when one is appropriately thanked. Chuck Allen tells the true story of visiting a retired woman and thanking her for her two-dollar gift. She was so impressed that she later gave $39,000.

Thank everyone.

• Thank the people who gave.
• Thank the people who didn't give, but who met with you.
• Thank the people who didn't have time to meet with you.
• Thank the people who you talked to on the telephone who weren't home when you went to visit them.
• Thank the people you wrote to saying you would phone or visit and never connected.
• Thank the people who volunteered.

Prospect's name:

Visit (Complete additional forms if more than one visit is made.)

Date:
Time:
Place:
Visitors' names:

Other people present in addition to prospect:

Result: __Yes
__Donation of $
__Pledge of $ per __Month __Quarter __Year
Starting date:             Ending date:
__In-kind donation of:

Public Recognition: The donor will permit
__His or her name to be mentioned in our newsletter
__Public recognition in the media
__Public recognition at an event
__Mentioning his or her donation to other prospects, if they ask
__Other:

Active Involvement: The donor will
__Provide his or her own contact names for other prospects
__Write letter(s) of introduction to his/her own contacts
__Phone his/her own contacts to set up meetings
__Participate in solicitation meetings with his/her own contacts
__Serve on a Fundraising Task Force
__Other:

Result: __Additional Support or __Alternate Support

The donor wants information about
__Going through his or her will, insurance or other planned giving
__Arranging a matching gift from his/her company
__Other:

The donor does not want information, but will arrange
__A gift through his or her will, insurance or other planned giving
__A matching gift from his/her company
__Other:

Result: __Maybe

__Wants information on:

__Additional visit(s) required
Date and time:
Date and time:
Date and time:

Result: __No

__Refused because:

Follow-Up

__Thank-you sent — date:

Other action required:

Suggestions for future visits to this prospect:

Jerry Panas learned a lot about thanking thoroughly from Mary G Roebling, who

…was on the board of our college in Princeton, New Jersey, and was heading a special campaign. We were talking about strategy and the mechanics of the campaign and she said: “Now, Jerry, one thing you must remember. People like to be thanked; they want to know that what they have done is appreciated, really appreciated. When we get a gift that we think is special, let's find a way to thank the person at least seven times before we ever ask them again for another gift.”
…We followed this “seven times” admonishment. There was a letter from the president. A letter from the chairman of the board. A handwritten note from the vice president. And a letter from the treasurer with the official receipt. Several months later, a note from a student who had received some scholarship assistance. A letter from the head of the department whose discipline had been particularly affected by the special campaign. A very brief personal note attached to the announcement of the groundbreaking ceremony, reminding the donor of how important their gift had been in making this day possible. Count them, seven times, and it was easy.
When the next campaign was announced, these people averaged gifts three times the amount of their original donation… If I could guarantee you a continuing gift, not of the same amount, not double the amount, but three times the amount — wouldn't you work, work creatively, to plan for seven opportunities to show appreciation? Do it! …This “Rule of Sevens” really works.

Have thanks come from several people.

• Ask the volunteers who visited the prospect to write a short note to the person, thanking the donor (no longer a “prospect” after the approach) for their time, consideration, and donation! Send this note immediately — within 24 hours of the visit.
• Have the campaign chair, and your top volunteers, and your top staff people write separate letters to everyone who made a major gift, to announce the results at the conclusion of the campaign.
• Have one of your participants (remember, that means clients, or audience members, or students, etc) send a note. Make it hand-written. Send art they created. Send signed photos or posters.
• Send plaques, framed certificates, or any other goodies you dreamed up for recognition.
• Invite donors to events, especially the opening of a new facility.
• Send tax receipts on time.

If the donor will allow public recognition, use this as an opportunity to set an example for others to follow. (If you're not sure, ask first.)

• Mention the donors in your newsletter.
• Arrange coverage in other newsletters, such as company newsletters where people work, bulletins where they pray, clubs where they play, and so on.
• If the donation is big enough, ask a politician such as the mayor or a member of the provincial legislature to send a note.
• Send news releases and photos to your local newspaper or radio station. In case they don't use them, send copies to the donors.
• Present a plaque or other memento at an event.

Remind donors of pledge commitments.

If the donor has made a commitment to pay the donation over time, arrange to send reminders. Make the arrangements now, before anyone forgets who pledged, how much, and when. It may seem like it will be easy to go through the files later, but it won't be. If you don't arrange to send pledge reminders, you'll lose money.

“The way we have more money to give to outsiders,” Lyman Henderson says, “is because people don't come back and ask for the pledge we have given. It's so easy to mount your campaign …and then the campaign department folds, and nobody goes back and asks for the pledges. That's just lost money that's out there.”

Send the pledge reminders before the due date. Don't wait until after to see if the donor remembers.

Include lots of good news with the pledge reminder. Lots of other nonprofit groups have approached the donor in the meantime. Each pledge reminder has to do a large part of the sales job over again.

If the donor has not sent in the payment within a month, send a second reminder. If that doesn't work, telephone. Your job at this stage is not to nag the donor, or demand payment, but to find out if there is a problem. Open up communication. Renegotiate the payment schedule if necessary. Just don't let the relationship with the donor die of neglect.

Evaluate your progress.

All through the campaign, at regular intervals, check to see how well everyone is doing. At the end, get everyone to suggest how it could be done better in future.

Hold campaign report meetings frequently — perhaps every two weeks or so. Make these report meetings a joy. Use them to uplift people's spirits. Even if things are going badly, find some good news. Give lots of small rewards. Answer questions. Solve problems.

At the end, gather as many of the volunteers as possible. You may even wish to invite some of the donors.

• Celebrate! Declaring an end is important. Even if there isn't much good news, rejoice that it is over.
• Analyze the results.
  • What could be done better?
  • Which volunteers would you like to involve again? Which would it be better to quietly retire?
  • Which techniques need polishing? Which were good the way they were? Were any too slick?
  • What additional research would reveal useful facts?
  • “One question may be especially helpful,” Warren Steen writes: “`Which five prospects who gave little or nothing may be able to make a lead gift in our next campaign?'”

CONGRATULATIONS!

You're now part of the hottest trend in fundraising — the major individual donor campaign.

I hope the advice in this book will make your work easier and more productive. Please let me know what works for you, and what doesn't. Your success stories, questions and concerns are very much wanted.

Good luck!

Ken Wyman

19 May 1993