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What Are You Doing to Change?
“If you always do what you always did, you’ll always get what you always got.”
I don’t know who came up with that quote. I hear it a lot in hi-tech circles. But it applies to just about everything — including fundraising.
What makes you think you’ll get exponentially better results doing the same thing you did yesterday? Last week? Last year?
If you won’t shake things up, who will? Are you going to make things happen or will you impede progress?
Hey you! Yeah, you! Let’s change! By doing so, you can change the world!!
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>>3 simple steps to break your transactional, spray-and-pray fundraising addiction
>> Why you should worry less about reducing overhead and more about delivering value
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Feeling like your job is getting harder because donor expectations have changed and competition for the charitable dollar is growing?
Finding that the old orthodoxies and conventions espoused by so-called experts in online echo-chambers and at conferences don’t work anymore?
Want to help more people make impact by facilitating their acts of philanthropy but feel like too many obstacles keep getting in your way?
Then this book is for you.
Engagement Fundraising was developed from the perspective of a donor who discovered firsthand that the impersonal, spray-and-pray approaches of his beloved charity were not only offensive but also wasteful and ineffective. So he took action. And now, you can too.
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I am changing the way I approach many of my donor identification and cultivation activities. Among those changes are re-examining biases and conclusions I have about some of my portfolio and coming to the next interaction with them with a renewed sense of inquisitive respect for their relationship to my organization and its programs.
Good for you Lee!
Brilliant Lee! Good for you! We can’t let our database or predictive analytical models tell us who our donors are… we need to reach out and ask them who they are and what they care about.
And Greg… you made me giggle.
I am changing the way I approach many of my donor identification and cultivation activities. Among those changes are re-examining biases and conclusions I have about some of my portfolio and coming to the next interaction with them with a renewed sense of inquisitive respect for their relationship to my organization and its programs.