Writing a fundraising letter is tough. Making it sound original and compelling is even tougher. Sometimes you can become stuck, too afraid of writing something that is stale and boring to get anything done. If this sounds like you, you have DMWB: Direct Mail Writer's Block.
Here's 5 steps you can take in about half an hour to break through your writer's block and get a draft completed ASAP: Step 1: Understand that some words are better than no words. The most important thing about fundraising is THAT you ask. Sending some mediocre letters out will generate more money than sending zero perfect letters out. Once you realize this, it is a liberating feeling. Something is better than nothing. So, don't worry so much about it being super-compelling and perfect at this point. Step 2: Find a white board (preferably a big one) On the top of this whiteboard, write what you are raising money for. This might be "OPERATING FUNDS" or "SCHOLARSHIPS" or something else. Now go one level deeper and take that (in just a few words) to what it means for people. How will lives be changed because of raising money for this designation. So, it might say, "Funds to allow more students to study abroad", "more meals for the homeless" or "students able to graduate with less debt". Next, you need to make a short list of 3-5 possible signatories for your letter. Do this step even when you think you've already decided who will sign it. Sometimes a traditional "dean's letter" or "president's letter" isn't the way to go. The best letters I've ever written were signed by students, the recipients of the support. Step 3: Generate reasons to give Add a list of 3 EMOTIONAL reasons that your constituents should want to give and 3 ANALYTICAL reasons that they should give. You need a mix of both of these. Most people tend toward one or the other. For example, I'm wholly analytical. I like to know things like the percentage of the cost of an education that's covered by tuition. I like to know about challenge grants and alumni giving percentages and whatnot. The data makes a rational argument to my mind and that style is much easier for me to write. If you are like me, you're not great at coming up with the emotional reasons to give, but an exercise like this forces you to work with both kinds of case making. The emotional reasons usually include a story of a grateful recipient of the support and can include nostalgia for the organization or pride in past work that the donor participated in. Step 4: Evaluate Based on what you see on your whiteboard so far, can you take the story or voice of one of those possible signatories and work in several of the analytical AND emotional reasons to give in one letter? (If yes, go to Step 5.) If no, return to the top of your whiteboard. Do you need to re-address what you’re fundraising for or do you need signatories with more authority or better personal stories? Step 5: Write without self-censoring At this point in the process, you have a focus for your pitch (your designation), a signatory, emotional reasons to give, and analytical reasons to give. Now, get out of your own way and WRITE, without self-censoring. Don't judge. Just get enough text down in written form. Later, with the magic of cut and paste, you can remove, move and juggle all the juicy bits of language. But you can't get to that point until you generate all the phrases and sentences. Don't forget to think about customizing the language for your different segments along the way. This is the best method I've used for snapping out of a direct mail writer's block: get your psychology straight, focus on what you are raising money for, the reasons to give and how that matches with who should sign the letter. Then get out of your own way and get it all down in words. Happy writing! If you try this, let me know how it works out for you. If you haven’t heard, Stanford University ruffled some feathers last week by announcing that is doing away with its phonathon. Here's the announcement from Stanford. Donor Relations Guru and Annual Giving Network wrote about it.
Here’s my take. Stanford is not the first to get rid of their phonathon and they won’t be the last. Does that mean that phonathon is dead? No way! One friend of mine said “So It Begins” on Facebook about this because with such a high profile university ditching their phonathon, annual giving specialists all over the country will have to go into a new cycle of justifying their programs to administrators who think that their universities are also Stanford. The truth is that Stanford could afford to stop fundraising full stop and they wouldn’t lose any market share for years. Eventually revenues might drop, but it would take a while. The loss of new fundraising revenue wouldn’t seriously impact their rankings or ability to recruit students for decades probably. Stanford has two very powerful things that your university probably doesn’t have that make it possible for them to say to donors: “You meet us on our terms. We don’t feel like calling you anymore.” Or as they put it in their paperwork. “Give online. It’s the modern way to give!”
Donor Relations Guru makes the point that we should be multichannel and of course we should. Giving donors options and honoring their choices should be part of your plan. But if you aren’t Stanford and you don’t have a long game plan to replace the things that phonathon brings you (up-to-date data, donors, positive public relations, dollars, and donor education) proceed with caution. Don’t get rid of any medium that you can afford that gives your donors another way to give. I work for an institution that stopped communicating with donors via phone a while back and now we have to rebuild and repair those relationships. Phone calls have significant advantages that haven’t changed:
Imagine if we just gave up trying to visit major donors and just decided to tell them all to give online. I don’t think we would clutch our pearls. We would laugh and wish that institution the best in their experiment. (I guarantee that political candidates aren't even considering giving up their "Get Out the Vote" phonathons!) Personal interaction works best. We know this because fundraising is about relationships. But it is also about asking. Phonathon allows us to do both and reach a large amount of people at the same time. No other medium does this. If your phonathon isn’t working, it probably isn’t because the medium is dying. It’s more likely that the problem originates from poor caller training/management, you have poor contact rates or ironically, you aren’t calling enough to make your fixed costs worthwhile. There are solutions to all of these issues. Motivation goes far beyond call center games. Games are one of the most visible manifestations of external motivation in the call center but I have seen too many well-meaning managers become over-fixated on games. It is important to have other things undergirding your motivational strategy so that the games become only the icing on the cake.
Make sure your call center has:
All of these things come before the nightly games. It is also important that games not detract from the purpose of the calling shift, which is to raise money efficiently. Games should never take time away from calling or create a situation where callers are disturbed or distracted when talking with prospects. That said, call center games are a cornerstone of what makes having a such a hard job FUN! You can get some great ideas for new call center games (and new twists on old favorites) by subscribing to Real Deal Fundraising. My "15 Best Call Center Games" guide is my gift to you for subscribing to this blog. Click here or the button below to sign up for updates today. In 1999, I saw a blurb on the Honors College listserv advertising for job in the call center. I thought, “Hey, I can talk to people. Why not?” (Little did I know that I would still be writing about phonathon and doing fundraising some 17 years later.) I interviewed and was hired. I arrived excited but a bit nervous for my first night on the job.
I entered the room and the manager told me, “Sit behind Julie and watch what she does. When you feel ready, you get on the phone too.” I watched Julie manipulated the automated computer and calling system and listened to her phone calls. “Do you have a script or checklist?” I asked. “Not really,” she said. “Everyone kind of makes it up as they go along.” Really, this was my introduction to being a student fundraiser! It’s amazing to me that I stayed. But, I’m stubborn. The manager that hired me left and soon a student supervisor, Becky, graduated took over operations. Becky taught me something very important: Look to best practices in order to improve and grow. She read books about how other call centers operated and visited phonathons at both peer institutions and aspirational schools. And she began to change some things. I became one of Becky’s student supervisors and was helping her implement these positive changes. She did things that made us feel like Chicken Little. “Instead of giving up immediately after one ask. We are going to ask two times for money,” Becky said. “Oh no! The sky is falling!” the supervisors would cry. But it didn’t. Our participation rate soared. Becky said, “I am going make it mandatory to ask for a credit card.” “The sky will fall!” we asserted. It didn’t and our credit card giving rate went through the roof. Time after time, this was the story. Soon, we began to believe her when she made “crazy” suggestions. I had no idea at the time but I was learning the basics of “evidence-based fundraising”: looking at the data to drive your decisions, not anecdotal evidence or your gut feeling. Your gut feeling is fallible. At the heart of it, evidence-based fundraising is about using the scientific method. Testing things and looking to the numbers to tell the truth of the situation. Complaints in the call center are one example of this: your boss hears of 3 complaints. To them it seems like a pattern, perhaps the beginning of a crisis. But – you need to put this into context for them. You could have had over 10,000 contacts that year. That means those complaints represent only 0.03% of your interactions with constituents! That’s pretty great. This is evidenced based fundraising at work. We can all be a bit “Chicken Little” sometimes, so we have to have the discipline of the evidence to fall back on before we make decisions that can keep from our full potential at best, or at worst, can hurt our institutions. One of my most favorite techniques for improving caller motivation is to write letters to local businesses to ask for “gifts-in-kind” to use as prizes for outstanding callers. That idea is far from new, but there is one tweak that I think many haven’t thought of that makes all the difference in terms of success.
Many universities and colleges commission economic impact studies that quantify the value that these higher educational institutions have on their local economies. These studies usually herald impressive numbers, from the number of jobs provided by the university to the total estimated dollars of economic impact. Here are a few examples to show you what you’re looking for:
If you can get your hands on a study like this specific to your institution, you will be able to craft a letter that is optimally successful. Some studies have a statistic that actually shows how much money university students spend in the local marketplace, like the ones from Notre Dame and South Carolina above. If you can get this figure, it’s clutch. The data from these sorts of studies will motivate the businessperson to get their business more in front of students. They will see what a significant portion of their business that students (and the university in general) represents. And you will be providing them with a quick and easy way to advertise to students. All they need to do is provided a few coupons for free merchandise or services and you will not only put them on your webpage or Facebook (or both) but you’ll give these out only to the top performers so they get to try their products. To find an economic impact study for your institution, start just by googling “economic impact study” and your institution’s name. If nothing comes up, contact the College of Business or Economic Development department at your institution and they may know of a study or where to find it. Some universities do a great job of promoting this important information and others don't exactly. It may be hidden away in some office of institutional research. Put it to good use. Do you solicit “gifts-in-kind” from local business for your phonathon? If you have a killer letter that you use, please share the text in the comments! I work from home and it is difficult to get enough movement when you walk basically to the kitchen, your office and then to your bedroom every day. I had gotten lax in my exercise regimen (what there was of it) and was waking up feeling stiff and sore every morning.
So, for these reasons, I decided to challenge myself. I wanted to do two things every day: at least 20 minutes of yoga and get 10,000 steps. I add a daily entry indicating that I have done it on my Facebook profile with a status update and the hashtags: #yogaeverydamnday and #10Ksteps. Probably it annoys more than 3/4 of my Facebook friends, but I don't care. In my opinion, I'm helping them with their own practice of scrolling past things that annoy you. By Day 10, something weirdly amazing started to happen. I had had a terrible day. My kids had gone bonkers. It was a weird, off day and I basically ate my weight in Mexican food to cope. It was 9PM, my children were finally asleep and I only had like 3,000 steps. What did I do? I stayed up until midnight and got those damn steps, that's what I did! I could have just stopped posting about it on Facebook and no one would have noticed or cared. But, at this point, I was invested. I didn't want to stop for one bad day and have to "start over" with another 30 days. Intractable stubbornness had set in. That stubbornness made me do it because I wanted to, just because. Even though it was hard. Even though there were no gold stars and no one would have cared if I stopped. Now, I'm on Day 15 and I'm starting to see more and more benefits, but the biggest is just the satisfaction that I didn't freaking quit. Why am I posting about stubbornness on a blog post that's FUNdraising Friday? For a few reasons:
All that said, where in your work can you activate the power of intractable stubbornness? What areas of your personal life could benefit from the same mindset? ![]() Goal: a personal or organizational desired end Projection: a calculation of some future thing These two terms are related but subtly different. Generally speaking, for a healthy organization, the projections drive the goal setting process. However, at some organizations, the goal is a different (and perhaps totally unrelated) number to what you project that you can actually raise. At some institutions, an unreasonable, unrealistic goal situation may arise from a team leader that doesn't understand the difference between a goal and a projection and they pick an arbitrary figure that sounds good. ("Let's raise 10% more this year than last year", for example.) Or, it may have come about because of real budgetary needs of the institution for unrestricted support. Creating projections is a tedious process requiring a patient analysis of past performance and building models for future performance. So, if you have a firm goal set before you that you know (or believe) you cannot reach, why should you bother to create elaborate projections? Here are three important reasons to do projections even if your goal is already set: 1) Projections will help you to pinpoint the shortfall Setting projections shows you where the program is not performing to expectations and why the goal is not feasible (assuming that's true). It helps you to tell the story to those in management of what is really happening with the fundraising. 2) The process may help you to identify potential areas of opportunity Projections can show you opportunities that you might have overlooked. You build your projections segment by segment and it is possible that you might have some new segments that you haven't solicited before or that you have a new strategy for. These may help you get closer to your goal. 3) You need the projections to become a lobbyist for your program. It's illogical to do the same thing every year and expect different results. With a projections spreadsheet, you can show what's possible with more budgetary resources. You can tell the story that with [this much] future investment in the program, [this much] more revenue can result. ![]() Now is the time to be thinking about how you are going to train your new callers. But, the truth is you aren’t just training phonathon callers. You are training young fundraisers. If you do it right, every caller in your center will have a knowledge of fundraising that rivals most experienced development officers. The techniques that your young fundraisers learn can be applied in nearly any area of business that they choose to pursue. If your system reinforces these lessons, they will be incredible young fundraisers. They will raise serious money for your institution and have an impact on many students, faculty, and staff. From the time he or she is hired, you are a part of that student fundraiser’s education. He or she will also be an integral part of the life of your educational community. A Holisitic Approach to Training If staffing is about quantity, training is about quality. Of course, you want staffing to be about quality too but speed takes precedence. In training, you should still be as efficient as possible but that isn’t as important as being effective. You want to take all of these students you hired and make them into incredible young fundraisers. When someone says phonathon training, generally “new hire training” is the first association we make, as if that’s the only kind of training there is in a call center. Training is necessary throughout the entire time that a caller works with your phonathon. If we take a more holistic approach like this, quality and quantity begin to work together. Believe it or not, you can get more done in less time and it works to the benefit of both the callers and the program. Here’s my proposal: what if we presume that for the first couple of weeks new callers will be calling only future donors (my optimistic phrase for a non-donor)? Suddenly, there a ton of things we just wouldn’t need to cover in new hire training. Upgrades, special giving societies, leadership levels, extra objection responses and fresh ways to build rapport could wait a couple of weeks or a month. Now this change of perspective on new hire training as outlined above does three amazing things:
Training doesn’t only happen on the front end. Training actually starts in the interview process, as that shapes how the employee views the expectations and responsibilities. And training continues every single night in team meetings, coaching, and formal continuing education sessions. Training continues as new hires become donor callers, donor callers become new hire mentors, and lead callers become student supervisors. Once you switch your perspective, you don’t feel the pressure to squeeze everything in during new hire training. You can then consciously design a holistic growth and education program that will teach each student fundraiser what they need to know when they are ready to learn it. Oh, by the way, this kind of "life-cycle" training that I recommend will have the end result that you “grow your own” call center leaders. If you put these strategies into play, you will have many productive callers, but also many mentors and leaders in your call center. When you get promoted, and you will, you will have graduating seniors ready for a chance to make their mark on your institution. Talk about succession planning! Giving donors reasons to give is an important part of case-building. Don’t underestimate the simple power of a top ten list. Here is a list of ten possible reasons to give to get you started brain-storming your own reasons to give at your institution.
You can create a dedicated webpage out of these and then promote one per week or day on social media and then repeatedly re-post the website. Make sure your text explaining each of these reasons has links to your giving page. #10: Tuition is not enough. Tuition usually only covers a portion of the cost of an education. See if you can use this reason to give to present this data. Emotional appeals are great for many donors but others want to see the numbers and facts. #9: Open doors of opportunity. Community support is critical to helping hard-working students graduate. Many of your students could not afford an education without scholarship assistance. Make that case with this reason to give. #8: Invest in today’s students, tomorrow’s leaders. A gift to your institution helps to clear a path to a degree for many students. Perhaps quickly mention a story of what one of your recent graduates is doing that is impressive and noteworthy. #7: Gifts help your institution attract major gifts and grants. Foundations and corporations often consider charitable support to be an indication of merit. For example, they may look at the percent of alumni giving, the percent of employee giving and the total dollars raised each year when evaluating a grant application. A gift sends a signal to these outside funders that your institution is worthy of their support. #6: Maintain the value of a degree from your institution. Giving, as we know, is key factor considered by accrediting agencies and ranking institutions like U.S. News and World Report. It’s important to communicate to our constituents that especially if you are a graduate, your gift will help the institution maintain accreditation and increase its reputation, thereby increasing the value of a degree from your institution. Even a small gift makes a difference. #5: It doesn’t take much! Your gift, combined with the gifts of others, can have a very powerful impact, regardless of the amount. No gift is too small to make a difference! Together we can reach our goals but we need your participation. #4: It’s a worthy tradition. Your institution has been educating people since its year of founding and it is likely that your institution has been sustained by generous gifts at every step along the way. It is vital that today your alumni and friends carry on this important tradition of generosity. #3: Amplify your values. When you give to your institution, you are giving to students who are also future leaders. What do you students do when they leave your institution that is unique and valuable? Whose lives will your students change? #2: The world needs your institution. For this reason to give you will really needs to dig into what makes your institution unique among other institutions. What do you offer the world that no one else can? #1: Now is the time… Make an investment in your institution so that it can expand its mission. Explain why your institution is unique and precious and that the time is now to make a gift which will be tangible evidence of the hope we all share for how this institution can change the world. ![]() The concept of "grateful patient" fundraising has always fascinated me. How meaningful, how wonderful, how . . . . EASY to raise money from those who lives were saved by your institution! A team of specialists at your hospital saved someone's child from cancer and they have capacity. What a wonderful story! Of course, I know that it isn't that simple to raise money in healthcare fundraising. But, the stories of grateful patients are enticing and make those of us in higher education a bit jealous. Unfortunately, most stories are a bit less tangible than that in higher education. No matter what kind of organization you work for, I find it is a great exercise to reflect regularly on the question, "Who are your grateful patients?" Asking this questions drives you right to the core of your mission. Who is served by your institution? How does it change lives? These questions takes you deep into impact and narrative. This question leads you to the "Why?" In higher education, who are our grateful patients? Last week, I was composing a blog post about how philanthropic support has directly helped me in my life and career. We often think of students as our grateful patients and they are. But, more than that, it is our ALUMNI that are the grateful patients. Students who graduate and move out into the world changed by the education they acquired at our institutions. The stories of students work to connect our alumni to mission only if those stories activate the sense of gratitude that our alumni have for their own time at our colleges and universities. It's not mere nostalgia, it is a real and tangible linking back that our student narratives must do in order to invigorate the "grateful patient" sensibility of our alumni. They must see in the story of current students their own story and from there be able to project what their life might be like if their educational story was different. The phrase "make a difference" is overused and trite. However, if you want to find your grateful patients (who will be not only your best donors but your most enthusiastic advocates), you have dive into the real meaning of that phrase. How is someone's life path qualitatively different because your institution exists? |
Jessica Cloud, CFREI've been called the Tasmanian Devil of fundraising and I'm here to talk shop with you. Archives
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