artful fund raiser

I’ve had two different bosses over the years share the same response when questioned about the ethical implications of accepting this or that donation, “You know, there is cocaine on every dollar bill.” Which is to say that our job in fundraising is not to judge, but to share opportunity, encourage generosity, and fund our critical non-profit missions.

And I’ve largely held that belief myself. I worked once for a university art museum, and we accepted a project grant from Altria, the parent company of Phillip Morris cigarettes, for an academic exhibition and related publication of Italian line drawings. Did anyone start smoking as a result of the modest recognition we provided for a six-figure grant from a company that has done some really terrible things? I did not think so then. Wealthy people and institutions generate wealth in myriad ways, and the unpleasantness of building empires is a by-product of our American system.

I have tended to have considerable tolerance for generous donor’s politics and belief systems. I have enjoyed soliciting investment from donors of every political bent over the years for educational programs, arts and culture, and community projects. For me, the end has largely justified the means. How do you value the impact of building the only outdoor pool for a largely African American part of town, where kids will have the chance to learn a vital lifesaving skill like swimming? I will (and have) listened to foolish political opinions all day long to get that done.

Or at least I used to believe all that. Now I am not sure. About any of it.

The question for today, asked brilliantly by Vu Le and others, is this: Should philanthropy be a tool for creating equity in the United States?

Is our job to help create a more just world for everyone? If that’s really the question, philanthropy is failing. We are working on the margins, treading water. The rich are getting richer (which is okay if everyone is doing better, but everyone isn’t), and being less generous (which is their business but not great for philanthropy). Human services working directly in communities are struggling to win general operating support, while our wealthiest private universities get outrageously wealthier each year. Our non-profits must focus time and energy with the most affluent donors by necessity, meaning generous, but not wealthy, donors are often ignored. None of this is making America a more fair place for all of us.

And then, what we do about the racist donor, the man (almost always a man) who makes casually cruel and bigoted remarks to staff? Those guys are out there. Your gift officers are dealing with them, and worse: The misogynists, the homophobic, and the wildly inappropriate. You listen to them because they give you cash, or are on your board, or might be someday.

A few years back I had to listen for an hour to a board member carry on about President Obama, his true religious affiliation, and the various freeloading ethnic groups who voted for him.

The Executive Director and I were there to accept a sizable check insuring a critical fundraising target. Did we do the right thing in ignoring his behavior while accepting the money? The organization almost shut down that year, but has come back strong, doing amazing work since in a community that needs its services. Should we have argued? Walked out of the meeting? Reported his behavior to the board chair and demand his expulsion? Called the media?

I don’t know. I can tell you what we did, which was to take the check, get out of there as quickly as courtesy allowed, and shake the whole thing off over margaritas an hour later.

But maybe there is a new way.

Recently the organization Black Girls Code turned down a $125,000 gift from Uber, citing an insincerity to change their recent history of misogyny and regrettable corporate culture.

The non-profit wisely took their story public, explaining why they turned down such a large grant, while soliciting (and raising) at least that much and more online in direct response. Good for them.

What would I have done? Probably said to Uber, “If you are serious, add a zero to that grant, make it for three years at $1.25million a year, and let’s hold a press conference next week to announce a national expansion of our programs to encourage and train African American women as coders. Let’s change the world.”

And my way is probably wrong for our shared American future.

A $125,000 one time grant to help a PR challenged tech company redeem themselves probably won’t change the world. But standing up for what’s decent, for values larger than cash in the door, might just change philanthropy in this country.

I am making a gift of support to Black Girls Code. May they change the world, and may the rest of us working in non-profits learn from that example. What would it look like if we kept the courage of our convictions with every donor? We would lose some funding, surely, but what opportunities might come out way?

Is it time to try?

Summer is always a hot time for hiring, as fiscal years wrap up and professionals look to make their next career moves, or are bounced out for not meeting expectations. This is a particularly challenging time to find fundraising talent, as we approach full employment, and well qualified candidates have lots of opportunity in front of them.

Much has been said about the relative professionalism of fundraisers and the constant turnover in our industry. Change will happen, and your non-profit will have openings. So, do yourself a favor and avoid these avoidable errors with your next fundraising hire. Your search will inevitably be a costly failure if you:

Ignore internal candidates: Hiring from outside is expensive and costs time and relationships. Is there someone internally you can promote, who is worthy of coaching and investment to grow into a real leader? This lack of imagination for growing internal talent is one of the biggest mistakes non-profits make. Consider, strongly, internal candidates for your next opening, and what support they might need to be successful.

Don’t put a premium on candidates who care deeply about your Cause. Almost everyone who works in non-profits cares specifically about the mission of their organization, except (too often) the fundraising staff. Look for qualified candidates who care deeply about your work, and not those who just want more money or less hassle then their current job.

Accept candidates who’ve moved three times in five years. Or more. The average tenure is 18 months for any fundraising job, but not for everyone. Why, then, do non-profits keep hiring these guys who bounce from job to job. What do you think is going to happen, that you are the One, at last? Forget it. Bouncers bounce. You will get burned again and again.

Put Higher Education experience as Holy and Sacred. There are many college fundraisers who are quite good, but so what? Are they worth the money? I don’t know. What I do know is that colleges and universities have gigantic engaged alumni bases and staggering resources to bring to fundraising programs. Does that mean that a couple of years of university fundraising experience makes your candidate viable for a CDO job of a complex program? Doubtful.

Make “who would I most like to have a beer with?” a deciding factor. This is so stupid as a consideration, and often what reinforces barriers of entry from marginal populations. We tend to have beers with people like ourselves, and if this is a factor, you are going being unfair. Drink beer with your friends. Hire qualified professionals for your fundraising programs.

Embrace Youth at the expense of competence and experience. I get that there is a youth movement underway, and it is a positive thing for the most part. But I also see organizations ignore experienced professionals in favor of attractive youngsters. This is a mistake.

Ask, “What is the biggest gift you’ve closed?” Of all stupid interview questions I’ve heard in my career, this is the stupidest. It has been asked of me in every single job interview since grad school. Major gifts take years to develop for the most part. Someone is going to be there to secure the gift. Compared with progressive management responsibility, a history of successful engagement of board members and community leaders, and the ability to communicate in person and in writing, closing a couple of fat gifts should matter little.

Don’t know what sort of leader you seek. This is where organizations fail so often, in not knowing what they seek to begin with. Do you need a Gift Closer, who will Lone Wolf all the giving, never visiting the office? Do you need a manager who will keep all the program elements moving along? Most fundraisers are good at one but not both of these things. One of the best bosses I ever had led a big staff and complex program, but was just bad in a room with donors. And because you don’t know what you want, you will hire the millennial university fundraiser with modest experience (but good looks), and pay them too much. You will enjoy chatting with them at cocktail parties. Until they quit.

Your next staff opening in the fundraising program is an opportunity, but only if you are thoughtful and realistic. Wonder Woman does not exist, and if she did, you could not afford her.

I asked this question a year or so ago, and others are starting to ask as well, is fundraising a profession? Compared to accounting, with a similar emphasis on revenue, we cannot really say yes to that question. We lack the training standards, the professional development expectations, and the established best practices of a true profession.

Today if you call yourself a professional fundraiser, then you are a professional fundraiser, even if you work five different jobs in seven years. Heck, have someone pay you once for a side gig, and you can call yourself a Consultant.

Friends, this needs to change. The needs are too great, and the stakes are too high for our non-profits to keep up this shoddy and amateur status quo. As a new fiscal year begins, the time has come to embrace a new and true professionalism in fundraising.

The Professional Fundraiser shall:

Commit to Our Organizations. Fundraising is about relationships and impact over time. It is impossible to have meaningful results in 18 months. Major gift fundraising is an exercise in patience, love, and education. But far too many of us cannot help ourselves. We jump to the next thing at the earliest possible moment, for a little more cash, or because we stopped liking the Marketing Director, or got our feelings hurt at the Annual Meeting. When you leave for the next shiny dime, consider very carefully there is real consequence to your actions. Donor relationships are damaged and organizational credibility is diminished. All of us working in fundraising are a little less credible every time one of us jumps ships.

Show Ownership and Leadership. I have heard just enough of fundraisers whine about the goals given to them, and the board and executives who aren’t helpful. The whining must cease. I argue with Marketing staff from time to time, but they rarely blame others when sales goals aren’t met. Fundraising is everyone’s job – okay, fine. But it is the fundraiser’s responsibility to inspire effort and action from board members, committee members and executive staff leadership. It is our job to seek a path to a revenue goal, and to rally others to action. If not this, what?

Be Collegial. The last person who should pick any sort of fight in a non-profit is the fundraiser. Every dollar that fundraising staff get paid (and they are the highest paid non-executive staff members in most organizations) could be applied to programming – serving kids, serving the community, taking care of the exhibits, and so on. What that means is that you are the most expensive overhead of all. Be a partner to your program colleagues. Learn their names and their roles. Thank them for their efforts. Show them that overhead is worth it.

Look and Act the Part. Jeans on Fridays in the summer? Maybe. But not if you are spending time with Donors. You are the best paid staff members. Act like a professional. Dress like a professional. Don’t be sloppy, in person, on the phone, or by email.

Show Grace. I remain enthusiastic about our millennial colleagues, hard working and motivated in my experience (for the most part) but this is a group too quick to be offended, to take exception, to hold a grudge by day to day interactions and inevitable conflicts. This won’t do. Fundraising is as much art and science. We made bad decisions and we use bad judgment. Accept responsibility when you screw something up. Forgive others when they do the same.

Get Out of the Office. Go. Don’t eat lunch at your desk. My goodness. If you want to play around with computers all day, go learn machine code. It pays better.

Seek out Mentors. It is unfortunate that learning from experienced professionals is increasingly uncommon in our industry. Is is shameful, really. The internet is a delight. College is fun. But you can learn more from a good mentor in this business than in any other way. Like masonry or car sales, one learns fundraising by doing, through experience. This is a dated notion in our late era America I know. Seek a mentor, and your career will benefit.

Put the Donor First. Most of the challenges our organizations are having in retaining donors is due to simple application of stewardship. Are you talking to donors every day to say thank you? Are you engaging them before you ask them for things? Are you increasing your donor’s interest in your programs through personal engagement?

Ask, Without Apology. As much as I admire the ideals of “Philanthropy” our job is to engage, to steward, and to ask. It isn’t complicated. Asking is hard – that is why organizations hire someone to do it. They hired you. Ask – some will say “no” and that’s okay. Some will say, “Not right now” and that’s okay. Many will say “yes” and the world will change. That’s worth the fear.

We can advance our work. We can show pride. We can become, at last, a Profession.