Fundraising Mistakes That Bedevil All Boards And Staff Too

Fundraising mistakes are a thing of the past.Or, rather, there's no excuse now for making any serious mistake.And that goes for board members, staff, novice, or veteran.If you blunder from this day forward, it's simply evidence you haven't read Kay Sprinkel Grace's new book, Fundraising Mistakes that Bedevil All Boards, in which she exposes all of the errors. Well, not every conceivable one, but at least the top ones that thwart us time and again.This is an ingenious book, and it's a wonder it wasn't written years ago.Sure, if you've attended a fundraising seminar, or read a Jerry Panas book, or perused one of the field's journals, you're familiar with a dozen or so mistakes to avoid. But the appeal of this book ? and it will become a classic ? is that in one place it gathers and discusses ALL of the biggest errors.Some, like the following, will be second nature if you've been in the field for long:o "Tax deductibility is a powerful incentive." It isn't, as you know.o "People will give just because yours is a good cause." They won't.o "Wealth is mostly what determines a person's willingness to give." Not so. Other factors are equally important.Other mistakes aren't as apparent. For example: "You need a powerful board to have a successful campaign." Truth be told, many are convinced that without a powerful board they can't succeed. Grace shows otherwise.Then, too, there are more nuanced mistakes:o "We can't raise big money - we don't know any rich people." Don't believe it. You can raise substantial dollars.o "Most people don't like to give." To the contrary, many find joy in it.o "Without a track record in annual giving, you can't have a successful capital campaign." In fact you can, but your tactics will be different.And that touches on only seven of the 40 mistakes Grace explores (and explodes).Just as anyone involved in journalism should own a copy of Strunk and White's, The Elements of Style, anyone involved in fundraising ? board member, staff, volunteer ? should have Fundraising Mistakes that Bedevil All Boards by their side.When Grace makes it so easy to avoid costly errors, it is imprudent to risk repeating them.

Today, many organizations are raising more money with their newsletter than with traditional mail appeals.And after reading Tom Ahern's riveting book, Raising More Money with Newsletters than You Ever Thought Possible, it's easy to understand why.Great newsletters, as distinguished from the mundane ones many of us receive, have so much more going for them.For starters, they deliver real news (not tired features such as "From the Director's Desk'' and "Introducing Our New Staff"). They make the donor feel important. They use emotional triggers to spur action. They're designed in a way to attract both browsers and readers. And they don't depend on dry statistics to make the organization's case.The essence of Raising Money with Newsletters than You Ever Thought Possible centers around seven fatal flaws, as Ahern calls them. And along the way to discussing ? and dissecting ? these flaws, the reader is treated to such chapters as:o Making news out of thin airo What a front page is foro Lower the grade level of your writingo Anecdotes versus statso How should it look? A proven formulaTransforming your newsletter into a substantial money raiser isn't all that difficult. As Ahern himself says, "You don?t need a degree in journalism to publish a newsletter that will keep your donors inspired (and generous). You just need a few skills and insights."Read this book. Pick up those skills. And be assured that the ratio of time spent versus gains realized might well be the most cost-effective of your entire career.

To attract attention to your cause, you could:o Paint your building Day-Glo orangeo Blare hip hop music from the rooftopo Have staff members sport Mohawk haircutsBut if you're a bit less bombastic, and searching for innovative (and more palatable) ways to attract ongoing attention, you'll fare much better with Joseph Barbato's Attracting the Attention Your Cause Deserves.First, let's make clear what this book is NOT.It is not a guide for writing press releases.It is not a manual for creating a speaker's bureau.It is not a treatise offering PR palaver.All of those hairs have been split many times over.Attracting the Attention Your Cause Deserves is something far more useful and invigorating to those wanting to advance the good work of their organization.Think of it as a "Trade Secrets Revealed" book, one allowing you to accomplish three critical objectives for your cause:1) Greater visibility2) A broader constituency3) More money raisedWith more than a million nonprofit organizations in existence, there's a lot of noise out there. Shouting won't get you noticed everybody's doing that. And everybody's tuning it out. What will attract attention is following Joseph Barbato's field-tested advice. Take his insider wisdom to heart. It spills over every single page of this book.Then, even if you whisper, rest assured you'll still be heard.

Yours is a good board, but you want it to be better.-You want clearly defined objectives ?-Meetings with more focus ? -Broader participation in fundraising ?-And more follow-through between meetings.You want these and a dozen other tangibles and intangibles that will propel your board from good to great.Say hello to your guide, Andy Robinson, who has a real knack for offering ?forehead-slapping? solutions ? ?Of course! Why haven?t we been doing this??Take what he says about written agreements among board members. ?Any meaningful job description must be reciprocal: it defines what is expected of you, but also what you can expect in return.? Example: ?I accept fiduciary responsibility for the organization and will oversee its financial health and integrity. By the same token, I expect timely, accurate, and complete financial statements to be distributed at least quarterly, one week in advance of the relevant board meeting.?In other words, the board knows what to expect; the staff knows what to do. Each is accountable.Simple, right? So why does the 10-item sample agreement Robinson provides seem so revolutionary? Perhaps because so few people have tried an agreement like this.Then there?s what the author calls the ?Fundraising Menu.? Here, board members are asked to generate a list of all the ways (direct and indirect) they could assist in fundraising. The list is prioritized and then used to help each trustee prepare a personalized fundraising agreement that meets his or her specific needs, interests, and limitations.Again, simple, but it?s the closest thing you?ll find to guaranteeing a board?s commitment to raising money.Toward the end of his book, in a number of ?How to Fix It? chapters, Robinson homes in on specific problems, such as poorly attended meetings, spotty follow-through on commitments, inactive board members, narrow consensus, conflicts of interest, weak agendas, and much more. And Robinson doesn?t offer up easy nostrums. Quite the opposite. Over the past 20 years, as a board member, a volunteer, and a consultant, he?s put into practice what he preaches and stands unshakably behind his fog-burning advice. Great Boards for Small Groups contains 31 brief chapters. In fact the whole book can be read in an hour. Funny thing, though, its impact on those who heed its advice will last for years.

Harvey McKinnon is a veteran fundraiser and a marvelous wordsmith. He's produced a beautifully polished gem, with real-life stories that unerringly hit their mark, like an arrow piercing the center of a bulls-eye. They say a donor's objections are your best friends. Well, they're not, not if you don't know the questions and, of course, the answers. So get ready for a lively adventure into the mind of a donor. You've got the best tour guide I could imagine. Book jacket.