As fundraising team members, we must involve our leaders – whether it be a President, Executive Director, or CEO – in fundraising activities creatively and strategically. We also have to take into consideration their time constraints, personal inclinations, and comfort levels with fundraising.
In my early days in fundraising, I sought advice from a seasoned Chief Development Officer on how she and her CEO effectively collaborated on fundraising efforts. Her response was simple yet profound: “I tee ‘em up.”
Just as a golfer positions the ball for an easy hit, we as fundraisers have the responsibility of positioning our CEOs to engage in fundraising activities, ultimately driving the organization towards its goals.
Why It’s Important
The extent of a CEO’s engagement with fundraising and donors varies widely. While some CEOs come from development backgrounds and actively engage in donor interactions, others may have different professional backgrounds and might not feel as comfortable with fundraising activities.
Regardless, when CEOs cultivate strong relationships with donors, it can lead to continued support, collaboration, and potential partnerships. As the primary advocates for their organizations, CEOs are uniquely positioned to convey the organization’s vision, inspiring generosity, and commitment among donors.
A CEO’s engagement with donors represents an elevated and distinct form of stewardship, especially concerning major contributors. Being appreciated by leadership is crucial as it assures donors that their investment is recognized and valued by the organization.
Getting Practical
To start, it’s essential to prioritize which donors the CEO engages with, considering factors such as their availability and existing relationships. This approach may involve offering gentle guidance and suggesting potential ‘handoffs’ of relationships.
Take time to clarify the roles of the CEO and fundraising team in relationships with donors. I like the idea of having a primary and secondary relationship manager. The primary manager, typically the CEO, serves as the main point of contact, while the fundraiser utilizes their skillset to provide behind-the-scenes support, such as suggesting next steps, drafting communications, and coordinating meetings.
Another way to “tee up” CEOs is by providing comprehensive briefings for meetings both virtual or in person, outlining goals, donor history, opportunities for engagement, and desired outcomes. For example, determine ahead of time whether the CEO is providing stewardship or making a direct ask. This ensures that the CEO feels confident and prepared.
Encouraging CEOs to delegate aspects of donor relationships can be challenging, but emphasizing that it’s about setting them up for success and maximizing fundraising potential can help ease any reluctance.
The Caddy Gets the Win.
It’s crucial to check ego at the door; our role as fundraisers is to facilitate meaningful connections between donors and the organization, not to seek personal recognition. Sometimes, it’s more appropriate for the CEO to take ownership of donor relationships while we provide background support and stewardship.
In my own portfolio, I’ve facilitated interactions between donors and our CEO, ensuring seamless communication and providing necessary support while understanding that the focus is on advancing the organization’s mission, not personal accolades.
Still, I’ve found these practices to be rewarding not only for developing a warm, trusting relationship with my CEO but also for enhancing donors’ generosity and engagement, particularly at the major gift level. Even if the donor isn’t familiar with my name, witnessing the tangible benefits and impact on those we directly serve is incredibly fulfilling. What could be more rewarding than that?
So go “tee ’em up” and see how far they can drive your goals!
