Fundraising Success Quotes

3.  Once people are asked to donate, the social pressure is so great that they get bullied into giving, even though they wish they’d never been asked in the first place. Mullaney knew that number 3 was important to Smile Train’s success. That’s why their millions of mailings included a photograph of a disfigured child in need of cleft surgery. While no fund-raiser in his right mind would ever publicly admit to manipulating donors with social pressure, everyone knew how strong this incentive was. But what if, Mullaney thought, instead of downplaying the pressure, Smile Train were to highlight it? That is, what if Smile Train offered potential donors a way to alleviate the social pressure and give money at the same time? That’s how a strategy known as “once-and-done” was born. Here’s what Smile Train would tell potential donors: Make one gift now and we’ll never ask for another donation again.

I spend a great deal of time working for kids in Uganda and India and chasing bad guys who hurt them. I started a nonprofit a number of years ago and now Sweet Maria and I think about my day job as a great way to fund the things we’re doing. Now when I put on a suit and tie or jump on a plane to go take a deposition, we call it “fund-raising.” It still makes me grin every time to say it this way. It’s like a really successful bake sale to get rid of bad guys.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

Agnes Bojaxhiu knows perfectly well that she is conscripted by people like Ralph Reed, that she is a fund-raising icon for clerical nationalists in the Balkans, that she has furnished PR-type cover for all manner of cultists and shady businessmen (who are often the same thing), that her face is on vast highway billboards urging the state to take on the responsibility of safeguarding the womb. By no word or gesture has she ever repudiated any of these connections or alliances. Nor has she ever deigned to respond to questions about her friendship with despots. She merely desires to be taken at her own valuation and to be addressed universally as ‘Mother Teresa’. Her success is not, therefore, a triumph of humility and simplicity. It is another chapter in a millennial story which stretches back to the superstitious childhood of our species, and which depends on the exploitation of the simple and the humble by the cunning and the single-minded.

The good news was that he wasn't sixteen anymore and he had this, his art. His food. And if this dinner continued to go the way it was going, if Mrs. Raje stood by her word and gave DJ the contract for her son's fund-raising dinner next month based on tonight's success... well, then they'd be fine. Mrs. Raje had been more impressed thus far. Everything from the steamed momos to the dum biryani had turned out just so. The mayor of San Francisco had even asked to speak to DJ after tasting the California blue crab with bitter coconut cream and tucked DJ's card into his wallet. Only dessert remained, and dessert was DJ's crowning glory, his true love. With sugar he could make love to taste buds, make adult humans sob. The reason Mina Raje had given him, a foreigner and a newbie, a shot at tonight was his Arabica bean gelato with dark caramel. DJ had created the dessert for her after spending a week researching her. Not just her favorite restaurants, but where she shopped, how she wore her clothes, what made her laugh, even the perfume she wore and how much. The taste buds drew from who you were. How you reacted to taste as a sense was a culmination of how you processed the world, the most primal form of how you interacted with your environment. It was DJ's greatest strength and weakness, needing to know what exact note of flavor unfurled a person. His need to find that chord and strum it was bone deep.

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

It’s amazing how many smart people there are, even hard-working smart people, who expect success to come to them rather than realising that they need to push for every bit of it.

The successful fundraiser is the one who is disappointed by almost all that he does. Nothing is good enough. The gift isn’t large enough, the presentation wasn’t dramatic enough. But he will go on, persevere, work even harder to meet his high expectations.

only three ingredients are needed to be a successful fundraiser: Hard work, hard work, and hard work.

Business success requires business preparation. You don't have to be a master tactician, but you do need to have a plan in place. This plan will act as a foundation for everything you want to achieve.

Of course, prayer ought to permeate all we do in ministry, but it’s especially important in fundraising.

Later that week, on the plane home, Ross wrote me a scathing eleven-page confidential report. He called my "$2 billion by 2020" vision "statistically impossible" and "ridiculous," and listed my blind spots as a leader. "Charity: water is a shop of 15 people, but a team of exactly one. You," Ross wrote. "You control everything, You even run everything. You are the product design guy. The merchandising guy. The fundraising guy. The message guy. Probably even the check-signing guy ... Metaphorically, if you're still in the club biz, you can either be the bartender or running the show ... You can't mix the drinks and run the whole club." Ross said I needed to start thinking like a CEO, which meant grow up, stop worrying about day-to-day details, and start focusing on big-picture, multi-year goals. "Whether history records you as a success or failure," Ross warned, "will depend on whether you can shift from living in today to living in tomorrow." It was some of the best advice I'd ever gotten. p221

The fundraising dilemmas confronting Quincy’s founders are echoed in the results of my survey of early-stage startups. Consistent with Quincy’s experience, the startups I surveyed that were struggling or shut down were more likely than their successful counterparts to have missed their targets in their initial round of fundraising. Likewise, the founder/CEOs of these struggling startups were more likely to have been disappointed with the quality of advice they received from their investors and more likely to report frequent, serious, and divisive conflict with investors over strategic priorities.

Roxanne Stern is an experienced educator who has a long, successful history of working in the education management industry. With skills in non-profit organizations, event management, and fundraising, Roxanne Stern is a true asset to any education environment. She has many years of experience as a Senior Projects Advisor.

And the rejection of white working-class voters as desirable partners betrays an ugly elitism that is at odds with what Democrats are supposed to stand for. The disdain was made explicit in 2016 when Hillary Clinton described half of Trump supporters as “deplorables.”84 Although Clinton was certainly right to denounce racist, sexist, and homophobic attitudes as deplorable, her comments were troubling on several levels. She changed what is normally an adjective into a noun, suggesting that white working-class people with less education than her were completely defined by their attitudes on race. Clinton used the line while speaking to audiences whom she described as “successful people” at fundraisers in the Hamptons and Martha’s Vineyard, where her audiences knowingly chuckled at America’s benighted white working class.85 And it did not go unnoticed, one journalist remarked, that deplorables is not a term Clinton ever applied to highly educated Wall Street bankers who brought about the Great Recession and threw millions of people out of work.86 In

It’s tempting to assume she achieved this despite the “Nos.” But in truth, each of those 148 “Nos” was a clue that ultimately made her business even stronger. Some sharpened her view on who her user was—and who her user wasn’t. Some helped her grasp how her competition might think. And some gave her an early warning about the ways her company might fail. At the end of the fundraising process alone, Kathryn had a roadmap marked with every potential pitfall she’d need to navigate around—and the unexplored territory she could explore ahead of any competitors.

Transparency, honesty, collaboration, and consideration: there’s a reason they work in the business world, and it’s the same reason they work in the charitable sector. I maintain that my early success in marketing and advertising was not because I was the best con artist. It was because I’d internalized these concepts and implemented them routinely. As you will soon see, the overarching lesson is that making people feel good generates returns.

Being “real,” being transparent, and being open and honest about your organization’s efforts (both the successes and the failures) will help you build trust. Trust leads to commitment. Then it leads to retention, loyalty, major gifts, and planned gifts. True transparency in Engagement Fundraising includes such things as regular updates that provide value to donors by involving them with impact results and sharing stories from the field.

I believe it [a year end appeal] is often so successful because it is one of the few—if not only—times that many charities deliver a clear and “hard” ask for a gift, along with a deadline. Specific, urgent, and time-bound. These are qualities that we shouldn’t hide in storage ten months a year like pumpkin spice and Michael Bublé.

With the best Trackless Train Rental Houston has to offer, look no further than Spring Party Rentals. This train will be a huge hit at your next birthday party, church function, corporate event, parade, fundraiser or civic event. A is a surefire way to make your next party in Houston, TX and the surrounding areas a huge success. With striking similarities to a real life train, your guests will feel just like they're riding the rails. With 3 cars to hold passengers and an engine in the front.

There are numerous ways to Pause—physically, mentally, and emotionally. Start with little Pauses. Take a couple of breaths while you gather your thoughts in the middle of a meeting, or save an email draft to reread thoughtfully before hitting send. Wait to reply to a request to join the fundraising committee. Before you fire off a response to a contentious email, Pause to reflect on whether making a quick phone call could accomplish your goal more efficiently. Go for a walk around the block, or take a soulful sip of coffee.

Some investors take their interactions with founders personally. They may say unkind words about you, either directly or behind closed doors. Avoid these high-ego investors at all costs; they’re not worth the pain. You wouldn’t believe the number of investors who harbor feelings of jealousy, resentment, or clinginess to founders’ successes… even though their job is all about supporting founders! Instead, bring on investors who are authentic and genuinely want to help you succeed. That doesn't mean blind agreement: great investors will speak up when they disagree, give their advice in an authentic way, and ultimately respect the final decision the founder makes. This takes the element of fear out of the partnership and ultimately leads to better outcomes for the business. To all investors who act as genuine partners to their founders, thank you. You are playing such an important role in the ecosystem.

Raising from Series A/B firms for a seed Bringing a Series A/B firm in for a seed round is risky business. They’ll want to talk to you to get an early look and learn about what you’re up to. But don’t get too excited! In fact, I’d recommend avoiding those conversations entirely. Whatever capital they commit will be trivial relative to their total balance sheet. No Series A/B firm is serious unless they lead your A or B, and, if for some reason they decide not to do so, you’re screwed because that’s a red flag for other investors. This is called “signaling risk.” Basically, by investing in your seed, they intend to block out others from your next round. It’s a win-win for them because they either lead your next round from a privileged position or, they pass and you’re the one who’s screwed as a founder. So, your incentives are completely misaligned! You may have heard success stories, but that’s a sampling bias — you’ll rarely hear about the companies that do not get the follow-on term sheet. Note: A fund investing in your company at the seed stage is completely irrelevant to their willingness to write a check to lead your Series A or B. The only thing that determines their willingness to invest is your traction and momentum. Letting them in makes them no more willing to invest, and anyone who tries to convince you otherwise is deceiving you. There might be relationship benefits, but you can build on the relationship without letting them on your cap table!

The Perfect Pitch Here’s the general framework for successful pitches: 1. Here’s how the world works today. 2. Here’s how the world should work in the future, but here’s what’s broken/missing. 3. Here’s why no one has been able to solve this problem so far (potentially reference folks who have tried and failed). This is a massive opportunity. Whoever solves this problem is going to have to do X, Y, and Z, but will be rewarded heavily. 4. Here’s the secret to how we’re going to fix this. A secret can be a unique insight, approach, technology, invention, or some shift or change in the world that has opened up an opportunity with you being the first mover. 5. Here’s why we’re going to execute the best (best team ever, traction thus far if applicable, your unique experience as a founder, etc.).

The Krishnas' resolution was brilliant. They switched to a fund-raising tactic that made it unnecessary for target persons to have positive feelings toward the fund-raisers. They began to employ a donation-request procedure that engaged the rule for reciprocation, which, as demonstrated by the Regan study, is strong enough to overcome the factor of dislike for the requester. The new strategy still involves the solicitation of contributions in public places with much pedestrian traffic (airports are a favorite), but now, before a donation is requested, the target person is given a "gift"—a book (usually the Bhagavad Gita), the Back to Godhead magazine of the Society, or, in the most cost-effective version, a flower. The unsuspecting passerby who suddenly finds a flower pressed into his hands or pinned to his jacket is under no circumstances allowed to give it back, even if he asserts that he does not want it. "No, it is our gift to you," says the solicitor, refusing to accept it. Only after the Krishna member has thus brought the force of the reciprocation rule to bear on the situation is the target asked to provide a contribution to the Society. This benefactor-before-beggar strategy has been wildly successful for the Hare Krishna Society, producing large-scale economic gains and funding the ownership of temples, businesses, houses, and property