Major Gifts Myth Busters:

Overcoming the Seven Most Misleading Myths of Major Gifts

Karen Cairney October 4, 2016 – IoF Scotland Conference

Myths?

• There has been a dramatic increase in data-driven research and a more rigorous

pursuit of the science of philanthropy

• New and disruptive facts and realisations take aim at the “truths” we have held dear

for decades

• We now challenge our old practices and adopt new strategies and beliefs to optimise

major gifts efforts

• We have become……Myth Busters!

Let’s test our knowledge and think through ways to bust these myths….

MYTH 1: Gift Officer Activity

More visit activity from Gift Officers equals more £ raised.

THE

MYTH

MYTH 1: Gift Officer Activity

Gift officers with more realistic, attainable, and strategic

visit goals raise more money. Activity alone doesn’t

increase gifts. Strategic portfolio management and

individualised goal-setting does.

THE

TRUTH

Despite goals often set at 120+, high-performing gift officers

are often making only 80-100 visits a year (and soliciting

~25 major gifts). FAST

FACT

MYTH 1: Gift Officer Activity

Set visit goals individually and strategically based on the

composition of a portfolio and the gift officer’s plan for the

year.

Remember – the more attainable and realistic, the better the

results!

WHAT

TO DO?

MYTH 2: Metrics

When it comes to gift officer metrics, the bigger the better.

THE

MYTH

MYTH 2: Metrics

Some of the most useful metrics to drive major gifts

productivity are Close Rate and Percent of Solicited Gifts

Closed. These metrics tell us a great deal about the

success of our teams and individual gift officers. A very

high (or very low) percentage for either of these metrics

should generate a red flag – no one should be closing

100% of their gifts!

THE

TRUTH

Close Rates of 50%-70% and Percent Solicited Gift Value

of 50%-80% are typical for high-performing gift officers. FAST

FACT

MYTH 2: Metrics

Examine close rate and percent solicited gift value closed

for each gift officer. Remember, too low and too high are

both red flags!

Let the metrics guide you into a discussion with the gift

officer on how to strengthen their cultivation and ask

approach.

WHAT

TO DO?

MYTH 3: Career Pathing

The best way to promote and keep a high-performing gift officer is to make them a manager.

THE

MYTH

MYTH 3: Career Pathing

Many gift officers are ill-suited to management roles, in

temperament and skill, and often promoted without the

needed support. Perhaps more importantly, taking high-

performers and saddling them with management

responsibility is a sure-fire way to tank productivity and

success. Look for career growth opportunities involving

exposure to Boards, leaders, and top prospects, or special

development projects.

THE

TRUTH

Gift officers spending 80% or more of their time on frontline

fundraising will have the greatest returns and highest

productivity.

FAST

FACT

MYTH 3: Career Pathing

Develop non-management career paths for high-performing

gift officers that keep them focused on what they are best at

and allow them to have greater impact on the organisation.

Further, consider a managerial skills assessment or criteria

checklist to ensure those moving into management positions

are appropriately skilled and suited for the work.

WHAT

TO DO?

MYTH 4: Management

Don’t burden MGOs with lots of management meetings and discussions – send them out on the road and they’ll figure it out.

THE

MYTH

MYTH 4: Management

We now know that gift officers actually need a great deal of

coaching – seasoned and new alike – on subjects such as

prospect strategies, solicitation approaches, overcoming

barriers, and closing gifts. Many managers and leaders

often focus their attentions on a handful of needy low-

performers, and forget to invest the time and coaching

essential to nurture high-potential performers.

THE

TRUTH

Managers of high-performing teams cite coaching and

mentoring as the most impactful resources to strengthen

their team’s work.

FAST

FACT

MYTH 4: Management

Whether mentoring in-house, manager-driven, or an outside

coaching partner, invest in this essential coaching work for

your team. Spend the most time and energy around high-

potential performers.

WHAT

TO DO?

MYTH 5: Portfolio Size

A big portfolio allows gift officers to develop lots of relationships and ensure a healthy pipeline.

THE

MYTH

MYTH 5: Portfolio Size

Gift officers are not great at portfolio management, and

shouldn’t have to be. Development managers have been

dramatically reducing the size of portfolios, eliminating

dormant, unqualified, and long-term stewardship prospects,

to ensure gift officers can focus activity on key prospects in

cultivation and solicitation stages.

THE

TRUTH

Major gifts portfolio sizes have reduced from what were

national averages of over 160 prospects to averages closer to ~90 prospects.

FAST

FACT

MYTH 5: Portfolio Size

Review portfolios each year. Are the Top 50 prospects

closest to solicitation and in need of focused

cultivation identified and highlighted? Make sure the

portfolios aren't serving as cover for “relationship-

building” without real development strategy and solicitation activity.

WHAT

TO DO?

MYTH 6: Going it Alone

Major Gifts Officers are lone wolves – most of their work should be done solo and without a partner.

THE

MYTH

MYTH 6: Going it Alone

Partner up! Pairing gift officers with other fundraising

professionals, academic and practice leaders, Board

members, and volunteers create higher results than when

gift officers cultivate and solicit on their own.

THE

TRUTH

Gift officers are able to close more major gifts and for more

money when conducting asks and closes in partnership with

Deans, department chairs, and planned giving officers.

FAST

FACT

MYTH 6: Going it Alone

Encourage gift officers to make visits and solicit in

partnership with others. Consider creating a measurement

to positively report on the partnership work and activity of

the major gift officers.

WHAT

TO DO?

MYTH 7: Avoid Angry Prospects

People who have had a negative experience or are outwardly irritated with the organization are lost causes – don’t waste your time.

THE

MYTH

MYTH 7: Avoid Angry Prospects

Passion is better than ambivalence – that’s the principle at

work here. We actually know that prospects who are angry

or upset have more of a chance at becoming donors or

increasing their giving going forward, if that passion and

caring can be redirected to the positive.

THE

TRUTH

One of the often-cited catalysts for successful major and

principal gift conversations is starting a dialogue with

someone who has been upset in the past. FAST

FACT

MYTH 7: Avoid Angry Prospects

Conduct a portfolio and prospect review of prospects that

have been “avoided” because of negative experiences or

feelings. Consider approaching these prospects anew, with

an intent to learn and discuss why they feel passionately

about the issue.

WHAT

TO DO?

Extra Credit

What other major gifts myths have you

addressed or busted as a team?

– What was the myth?

– What was the truth?

– What strategy did you employ to bust the myth?

Your Myth Busters Checklist

Set visit goals individually and strategically based on the composition of a portfolio and

the gift officer’s plan for the year. Remember – the more attainable and realistic, the

better the results!

Examine close rate and percent solicited gift value closed for each gift officer.

Remember, too low and too high are both red flags! Let the metrics guide you into a

discussion with the gift officer on how to strengthen their cultivation and ask approach.

Review portfolios each year. Are the Top 50 prospects closest to solicitation and in need

of focused cultivation identified and highlighted? Make sure the portfolios aren't serving

as cover for “relationship-building” without real development strategy and solicitation

activity.

Develop non-management career paths for high-performing gift officers that keep them

focused on what they are best at and allow them to have greater impact on the

organisation. Further, consider a managerial skills assessment or criteria checklist to

ensure those moving into management positions are appropriately skilled and suited for

the work.

Your Myth Busters Checklist

Whether mentoring in-house, manager-driven, or an outside coaching partner, invest in

this essential coaching work for your team. Spend the most time and energy around

high-potential performers.

Encourage gift officers to make visits and solicit in partnership with others. Consider

creating a measurement to positively report on the partnership work and activity of the

major gift officers.

Conduct a portfolio and prospect review of prospects that have been “avoided”

because of negative experiences or feelings. Consider approaching these prospects

anew, with an intent to learn and discuss why they feel passionately about the issue.

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Karen Cairney kcairney@grahampelton.com

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